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From YouTube: Ada County FY23 Budget Presentations – June 15, 2022
Description
00:00
08:15 - Human Resources
44:30 - Procurement
1:25:00 - Sheriff
4:39:08 - Operations
5:14:20 - Solid Waste
5:38:30 - Billing Services
6:12:40 - Juvenile
A
D
D
All
right,
thank
you,
mr
chairman
commissioners.
We
are
going
to
start
out
with
human
resources,
which
is
led
by
director
bethany
kelly
and
the
supports
hr
benefits,
risk
management
needs
of
the
county
and
its
various
offices
and
departments.
This
includes
recruiting
and
hiring
training
benefits,
administration
policy,
development
and
implementation.
D
D
Hr
is
the
department
within
the
current
expense
fund.
Part
of
the
three
percent
cap
budget
for
fy
23
is
submitted
at
2
261
374.,
that's
176
486.
Over
their
appropriation,
total
personnel
supplementals
include
two
new
positions:
an
hr
generalist
and
a
risk
management,
tech
for
a
cost
of
165,
433
and
overtime
needs
of
6080,
and
then
on
the
operating
side.
There's
one
supplemental
for
service
awards.
This
would
be
ongoing.
Five
thousand
dollars
below
is
the
budget
to
actual
history,
from
fy
18
to
fy
23
and
the
number
of
employees.
For
the
same
time
period.
C
Thank
you
kathleen
good
morning,
mr
chairman
commissioners.
I
am
very
happy
to
be
here
with
some
more
experience
than
last
year
back
in
the
seat
with
human
resources.
Last
year's
presentation
was
my
second
week
back
in
the
job,
so
it's
nice
to
be
back
here.
I
would
like
to
express
our
appreciation
every
single
year
with
the
auditor's
office
going
through
the
budget
process.
They
are
incredibly
helpful
and
can't
say
thanks
enough
to
them.
That
also
is
ongoing
in
the
human
resources
area
as
well.
C
A
variety
of
areas
are
impacted
with
our
finances
and
they've
been
incredibly
helpful
in
this
last
year.
As
always,
additionally,
internal
service
operations,
such
as
operations,
information
technology,
can't
thank
them
enough.
We've
had
a
lot
of
challenges
as
you're
all
well
aware
of
with
covid,
and
those
two
departments
stand
up
in
lots
of
different
areas,
but
especially
the
impacts
we've
had
in
the
last
year.
With
that
situation,
all
of
our
departments
and
offices,
we
appreciate
them,
as
there
are
clients
for
their
partnerships
and
collaboration
during
this
prior
year,
and
especially
elected
officials.
C
C
Kathleen
really
covered
previously
in
regards
to
those
main
hot
areas
that
our
hr
department
is
responsible,
for
it
is
a
wide
range
of
services.
It
has
been
our
mission
to
help
aida
county
offices,
departments
and
employees
be
able
to
fulfill
the
county
mission.
Ultimately,
at
the
end
of
the
day,
hr's
desire
is
to
be
a
strategic
business
partner
and
a
capacity
in
which
we
can
operate.
Where
really
our
mission
becomes
to
attract,
motivate
and
retain
talent
and
an
engaged
workforce
as
well.
C
When
I
started
my
career
in
1996
in
human
resources,
when
I
go
to
my
boss
with
a
concern
I'd,
you
know,
you're
newbie,
coming
out
and
you're
worked
up
about
something,
and
he
would
ask
stop
me
and
say:
hey:
did
everyone
get
paid,
anyone
get
hurt,
did
anyone
die
and
then,
as
long
as
I
answer
the
right
questions
of
that,
then
we
move
on
to
other
things.
I
share
that
we'll
have
a
link,
as
we
continue
on
in
regards
to
the
critical
transactional
issues
that
hr
does
handle
throughout
the
year
again.
C
Those
have
been
compacted
a
lot
in
regards
to
covet
19
impacts
our
economic
conditions.
You
certainly
have
heard
about
the
labor
shortage
in
the
other
presentations
this
week
and
throughout
the
year
turnover
as
well,
both
in
the
county
as
well
as
certainly
within
hr
and
I'll
talk
more
about
that
too.
C
C
The
hr
team
is
a
small
team
consisting
of
19
positions,
providing
services
for
over
2
000
employees
and
again
over
4
500
covered
lives.
We
are
responsible
for
on
our
benefits
plans
in
the
over
21
years
of
experience
that
I
have
working
at
ada
county
this
past
year
has
truly
been
all
hands
on
deck
year.
We
did
experience
significant
turnover
in
hr
for
a
variety
of
reasons.
C
Moves
to
the
private
sector,
moves
outside
of
the
country
being
planned
and
other
reasons
that
do
often
come
during
times
of
change.
Hr
currently
has
15
filled
positions
over
one.
Half
of
those
employees
have
been
here
at
ada
county
for
less
than
a
year.
I
have
to
give
a
huge
shout
out
to
all
hr
employees,
those
who
welcomed
our
cadre
of
new
hires,
and
these
newer
employees
who
joined
the
team
they
truly
plugged
in.
They
truly
showed
a
genuine
care
for
aida
county.
C
C
As
you
also
know,
in
the
years
previous,
we
lost
a
lot
of
institutional
knowledge
even
prior
to
me.
In
the
last
four
years,
I'm
going
to
talk
a
lot
more
about
risk
management.
I
know
we've
talked
a
lot
about
risk
management.
Over
the
prior
year,
we
lost
an
incredible
manager
who
oversaw
that
program
for
17
years
at
ada
county,
and
so
this
team
has
definitely
pitched
together,
dr
amy
herrick.
Now
over
at
juvenile
services,
she
did
a
fantastic
job,
also
documenting
some
business
procedures.
C
That's
been
incredibly
helpful
to
me
as
I
take
on
this
role.
All
of
our
employees,
new
and
more
senior,
are
faced
with
new
learning
systems.
Ada
central,
our
neogov
system,
which
is
our
application
system.
Business
processes
have
changed.
We
endure
quarterly
updates
with
ada
central
that
greatly
impacts
us
in
the
lead
up
to
the
testing
process,
with
those
quarterly
updates,
as
well
as
the
process
afterwards,
where
we
are
dealing
with
the
issues
that
we
might
have
come
across
and
any
kind
of
we
call
it
sometimes
the
whack-a-mole
process
that
we
have
to
go
through.
C
Additionally,
it's
important
to
note
that,
with
this
change,
a
lot
of
features
that
you
facets,
that
used
to
be
done
by
departments
and
offices
moved
in-house
and
hr.
One
example
of
that
would
be
the
processing
of
personnel
action
forms.
We
processed
thousands
in
the
prior
system
on
the
personnel
action
system
that
was
county
built
those
most
generated
from
the
department
office
level.
The
creation
of
all
those
actions
now
largely
center
within
human
resources
and
taking
on
that
workload.
C
Bear
in
mind
that
also
happened
with
out
staffing
increases
with
situations
such
as
this,
we
pivot
we
adopt.
We
are
stretched
and
we
are
creating
our
own
hr
county
family.
Our
employees
are
working
very
hard
every
single
day,
despite
some
of
these
challenges
that
we
are
facing
during
this
time
of
change
and
growth.
With
such
lean
staffing,
I'm
happy
to
report
some
highlights
for
fy22
ada
central,
just
a
couple
key
points
that
I
would
like
to
call
out.
First
off
in
regards
to
the
open,
enrollment
and
annual
pay
changes.
Last
fall.
C
We
certainly
were
very
anxious
to
see
how
that
process
was
going
to
go.
We
are
again
the
lives
that
we
touch
our
employees,
their
families,
their
dependents,
4,
500
people
as
well
as
over
2
000
personnel
actions
and
realizing
that
we
were
doing
all
of
those
on
a
new
system,
certainly
brought
us
some
angst,
as
we
got
ready
for
that.
We're
very
happy
to
report
that
that
went
incredibly
smooth
and
was
a
great
process.
C
We
didn't
have
our
bumps,
and
certainly
there
was
a
lot
of
investment
in
staff
time
and
ensuring
that
that
happened
in
the
efficient
way
that
it
did,
but
it
did
go
very
well
we're
very
pleased
with
that
tied
also
to
ada
central.
I
have
the
note
up
there
in
regards
to
benefits
data
exchange.
As
I
mentioned,
a
lot
of
features
that
used
to
be
done
outside
of
hr
sometimes
were
done
by
outside
vendors
as
well.
C
One
example
deals
with
our
data
files
that
do
transfer
to
all
of
our
benefits
vendors
and
go
back
and
forth
from
the
county
hrs
systems
that
process
used
to
be
handled
by
a
third-party
vendor.
So
if
there
were
any
issues
with
that
data
in
exchange,
which,
of
course,
there
are
typically
issues,
you
know
a
capitalization
isn't
done
the
right
way
or
something
is
off
on
a
social
security
number.
That
agency
would
help
take
care
of
rectifying
those
issues.
C
C
Also
one
other
shout
out
for
ada
central
related
is
the
project
management
process
that
was
led
up
by
I.t
and
justin
grigg.
The
project
manager
over
that
we
have
subgroups
that
are
working
on
different
facets
and
portions
of
the
eight
essentials
that
moves
forward.
It's
very
nice
to
see
this
and
moving
in
a
very
strategic
direction,
and
we
greatly
appreciate
that,
and
that
is
definitely
a
highlight
for
us
arpa
grant
funding.
C
Hr
works
specifically
in
regards
to
those
dealing
with
a
budget
and
salary
costs,
ranging
from
everywhere
ems
80,
county
sheriff's
office
operations,
development
services,
the
tca
as
well
as
juvenile
services,
and
then
also
directly
to
our
healthcare
trust.
We
were
able
to
infuse
nearly
one
million
dollars
with
trust
fund,
I'm
sorry
from
grant
funds
from
arpa
based
on
our
increased
excess
costs
as
related
to
covet
19..
C
C
C
C
I
have
up
there
the
employee
stabilization.
This
phrase
is
an
ongoing.
It's
a
highlight
in
that.
It
definitely
is
a
significant
issue
that
we're
facing
it
can
always
be
better
with
a
lot
of
different
changes,
but
it
has
impacted
hr
as
a
department,
as
well
as
we're
seeing
those
impacts.
County-Wide
percy,
a
couple
of
highlights
there.
During
the
current
fiscal
year,
the
legislature
adopted
changes
to
percy
which
converted
in
changes
for
juvenile
probation
and
detention
officers
at
juvenile
services
and
to
adult
probation
officers
and
dispatchers
at
sheriff's
office.
C
These
positions,
starting
july
1,
changed
to
a
rule
of
80
eligibility
that
doesn't
happen
magically
there's
a
lot
of
paperwork
involved
and
processes
that
happen
our
staff
and
as
well
as
the
appropriate
staff
at
each
of
those
departments
and
offices
processed
over
155
employees.
For
this
transition
to
be
effective.
Additionally,
it's
an
impact
on
ada
central
as
far
as
ensuring
that
the
right
programming
is
done
to
handle
this
appropriately
moving
forward.
C
I
would
be
remiss
if
I
didn't
call
out
the
challenges
along
with
the
highlight,
since
a
number
of
our
highlights
this
year
are
the
challenges
that
we
have
faced
in
november
of
2021.
We
had
a
new
position
last
year,
an
hrs
analyst
that
position
reported
to
dr
herrig,
our
strategic
development
analyst.
At
the
time
we
were
able
to
steal
away
someone
wendy
makurdi
from
another
government
agency
and
fill
that
position.
C
There
was
incredible
work
from
our
team
to
deal
with
our
recruitment
selection
challenges.
We
had
a
turnover
in
that
area
and
our
team
went
all
hands
on
deck.
This
is
one
of
our
areas
where
some
of
our
documentation
wasn't
complete.
Hadn't
been
updated,
needed
some
revision
and
some
information
that
we
just
didn't
have
and
we're
having
to
learn.
By
doing,
we
do
appreciate
the
patients
understanding
from
our
clients,
as
they
have
worked
with
us
as
we
tackle
this
challenge
risk
management.
I
must
give
a
significant
shout
out
to
donna
dana
on
our
staff.
C
Donna
is
our
risk
technician
and,
as
you
know,
risk
has
had
significant
impacts
in
the
last
couple
of
years.
The
initiative
that
she
takes
with
work
is
outstanding.
I
could
not
be
doing
what
I'm
doing
across
the
entire
department
if
it
wasn't
for
donna,
taking
the
lead
and
working
on
the
things
that
she
has
done.
C
It's
not
a
minor
amount
of
workload
that
she
handles
also
thanks
to
the
pa's
office
and
specifically
civil
for
their
help
with
us
in
the
risk
management
area
and
helping
me
as
I'm
handling
this
challenge
that
we've
had
and
also
our
vendors
have
also
been
incredible.
Finally,
payroll
in
risk
management.
Certainly
you
know
not
having
done
it
as
the
hands-on
person
and
now
in
the
last
year
being
responsible
for
some
of
the
audits
and
the
reporting
that
we
have
to
do
kathleen
and
payroll
amber
specifically.
C
We
had
a
significant
rfp
process
for
our
tpa
for
our
health
and
medical
dental
vision
process,
and
we
appreciate
we
had
a
new
benefits
consultant.
This
year,
murray
group,
who
were
incredibly
helpful
in
that
regard,
the
picture
is
on
purpose
by
the
way
up
there,
it
kind
of
feels
a
little
bit.
These
are
our
highlights
and
they
do
feel
a
little
bit
feels
a
little
stormy
right
now
and
our
staff
is
working
incredibly
hard
through
this
change
and
transition.
But
we
do
feel
very
confident
in
our
future
and
what
we
have
to
look
for
ahead.
C
I
am
very
proud
of
our
team
again.
I
want
to
talk
about
that.
A
little
bit.
We
had
some
significant
workloads
tackled
despite
our
staffing
levels.
Again,
we
have
been
incredibly
fortunate
to
attract
such
experienced
people
and
individuals
with
not
only
just
hr
experience,
but
also
government
experience.
C
We
do
have
some
vacancies
that
I
do
want
to
address.
We
currently
have
four
vacancies
right
now
and
to
put
that
into
perspective
over
our
status
need
to
roll
back
in
time.
In
some
positions
that
have
been
filled
in
the
fall,
we
lost
two
staff
members
in
our
benefits
group,
and
then
we
also
had
a
new
position
in
our
department
that
helped
us
to
hire
a
new
comp
analyst.
C
So
in
that
one
group
alone,
three
new
employees,
that's
a
lot
of
people
to
onboard
that
short
period
of
time,
and
we
did
also
have
other
changes
in
transition
in
which
we
were
trying
to
fill
the
gaps
as
well,
and
you
can
only
onboard
so
many
people.
We
are
incredibly
happy
to
report
that
on
july
1
we
will
have
our
new
risk
and
safety
coordinator.
C
C
They
are
coming
from
out
of
state,
so
that
is
some
of
the
reason
for
the
delay
and
being
able
to
get
this
person
on
board
again.
Our
strategic
development
analyst
amy
she
moved
over
at
the
end
of
february.
We
were
to
put
this
one
on
pause.
We
could
only
onboard
so
many
people
at
time
at
one
time
and
we
had
our
hrs
analysts
still
getting
situated
and
learning
the
system.
C
Amy
did
a
great
job,
completing
all
of
our
reporting
and
we've
had
that
on
pause.
But
we
are
at
a
point.
We
will
soon
be
able
to
get
that
out
and
be
doing
some
recruiting
for
that.
Our
recruitment
selection
coordinator
position
has
been
vacant.
I
talked
already
about
how
we
identified
some
processes
and
procedures
that
we
needed
to
really
make
sure
we
understood
ourselves
otherwise,
bringing
in
someone
brand
new
without
the
appropriate
documentation
would
make
it
incredibly
challenging.
C
C
We
started
two
interviews
our
interviews
two
weeks
ago,
we'll
conclude
in
the
next
week
or
two
we've
been
very
fortunate.
We
don't
have
a
high
quantity
of
applicants,
but
the
qualifications
are
very,
very
promising
for
us
last
year.
I
think
we
all
laughed
because
this
picture,
but
the
hand
was
out
a
little
bit
higher,
I
will
admit
and
disclose
hr
is
really
doing
everything
they
can
to
continue
coming
out
of
the
situation
that
we're
in
and
continuing
to
have
hope
for
our
future.
C
C
What
we
do
know
is
we
analyze
whether
we
could
reclassify
some
of
those
positions
and
it
simply
couldn't
happen?
Additionally,
we
are
operating
at
a
truly
transactional
level
and
we
are
barely
keeping
up
with
the
number
of
transactions
that
we
have
to
do.
If
we
don't
add
these
positions
in
this
next
year,
I'm
very
concerned
that
we'll
continue
to
have
real
challenges
in
keeping
a
satisfied
workforce
within
the
hr
department
being
able
to
handle
the
workloads
that
we
have.
C
In
regards
to
which
positions
we
landed
on,
what
I
will
say
is
again
original
requests
that
we
had
when
I
briefed
you,
probably
at
my
last
quarterly
meeting
it
looked
like
we
were
gonna,
be
putting
in
for
four
positions
and
we
did
enter
those
into
pbs.
We
heard
the
messaging,
please
give
some
consideration,
so
we
went
back
to
the
drawing
board.
I
wish
I
had
the
cool
icon,
like
tony
getty's,
had
yesterday
with
the
eraser
thing,
because
that
would
be
fun.
C
C
They
are
processing
paperwork
and
helping
to
ensure
all
the
applications
are
in
that
we're
doing
our
selection
processes
we're
doing
the
background
checks,
drug
testing,
any
specific
requests
needed
based
on
a
department
or
office
need.
We
do
need
a
recruiter
position
to
work
at
a
higher
strategic
level.
C
Areas
where
we
are
limited
being
able
to
provide
much
help
is
in
recruitment
guidance
to
departments
offices
when
they
have
a
particular
position,
they're
having
a
hard
time
filling
social
media.
There's
lots
of
opportunities
with
better
use
of
social
media
training,
our
own
staff
and
how
they
can
use
their
social
media
as
well
to
be
recruiters
themselves.
C
Assessor
mcquaid
said
yesterday.
We
just
can't
ignore
the
social
media
piece
and
there's
an
opportunity
to
do
a
lot
more
work
in
our
recruiting
with
the
social
media.
One
thing
about
recruitment:
I
started
my
career
in
96
as
a
technical
recruiter
and
I
can
say
for
all
of
our
professions.
One
thing
that
changes
every
single
day,
because
there's
so
many
factors
that
influence
is
the
work
and
strategies
of
recruiters
and
at
ada
county,
where
we
have
coordinators
handing
transactional
work
as
well
as
it
being
more
of
an
entry
level
type
of
position.
C
We
don't
have
the
resources
to
provide
the
level
of
advice
to
ada
county
to
truly
become
more
strategic
in
our
recruitment
initiatives
we
did
also
put
in
for
the
risk
management
technician
again
ada
county.
We
are
self-funded
for
our
workers,
comp,
auto
general
liability.
We
procure
additional
insurances
for
other
property
and
events.
It's
a
15
million
dollar
risk
fund
that
we
manage.
C
Additionally,
we
do
insurance
coverage
reviews.
We
issue
certificates
of
financial
responsibility,
there's
also
the
auto
collisions
the
property
damage,
the
vouchers
and
the
last
month
a
couple
of
samples.
There
was
an
issue
with
a
bull
being
loose
out
in
eagle
and
sheriff's.
Deputy
carr
gets
the
bull
stop.
What
does
the
bull?
Do?
The
bull
horns,
the
vehicle
so
that
doesn't
magically
get
repaired
or
the
bills
paid
or
the
transactions
process
to
ensure
that
we're
handling
things
appropriately
in
risk
management.
C
Landfill
we've
had
two
kiosk
issues
out:
there
debris
damage
and
citizen
damage
to
the
to
the
kiosk.
Those
things
don't
just
happen,
magically
and
again.
Donna's
done
amazing
job,
managing
the
workload
that
she
has,
but
we
really
do
not
have
any
really
factor
in
that
position
and
even
with
bringing
on
the
coordinator
role,
there
is
still
additional
relief
factor,
that's
needed,
based
on
the
work.
That's
done
there
to
offer
a
couple
comparisons.
C
In
2006,
when
I
came
to
hr
from
the
sheriff's
office,
there
were
five
risk
employees
at
that
time.
So
right
now
we're
at
a
position
of
just
two.
This
would
then
offer
us
three
comparing
over
to
the
city
of
boise
and
again
pretty
close
reference
as
far
as
number
of
employees,
seven
in
their
risk
management
department.
So
we
have
a
lot
of
opportunity
to
do
a
better
job
with
that
important
function
at
80
county,
the
total
cost
loaded
cost
for
this
position.
73
552.
C
So
what's
next,
I
want
to
speak
in
what
I
see
based
on
the
horizon,
from
what
I
know
today.
First,
the
employment,
stabilization
and
hr
is
absolutely
my
number
one
goal.
We
need
all
of
our
positions
filled,
onboarded
and
trained.
We
also
need
to
complete
ensuring
that
our
business
processes
are
clearly
outlined
and
documented.
C
I
mentioned
a
few
areas
today,
where
we
identified
workloads
being
added
to
hr
without
additional
staff
or
documentation,
and
we
definitely
need
to
clearly
understand
this
better
in
order
to
even
begin
to
move
forward
from
transactional
hr
work
to
strategic
hr
work
with
such
change.
We
definitely
are
revisiting
our
mission,
vision,
values
and
also
want
to
work
on
our
culture
within
hr.
We
have
such
an
amazing
staff
on
board.
I
really
want
to
make
sure
that
we
do
the
right
things
to
help
retain
such
great
talent
risk
management.
C
I
won't
speak
anymore,
but
that
is
absolutely
one
of
my
top
priorities
in
the
next
couple
months
to
make
sure
we
onboard
our
new
coordinator
appropriately
and
have
that
program
well
managed.
We've
had
others
across
the
county
really
needing
some
additional
services
that
we
simply
don't
have
the
bandwidth
to
be
able
to
do
at
this
time.
C
Total
reward
strategy
development,
including
county-wide
partners,
both
compensation
as
far
as
the
pay
side
and
the
benefit
side
there's
much
more
opportunity
right
now.
We
are
very
responsive
to
the
demands
that
we
receive
in
this
year's
budget
process
alone.
We
received
555
proposed
changes
year
round
mid
years,
we're
always
doing
work
on
our
compensation.
C
However,
we
are
limited
in
our
abilities
to
move
forward
and
being
more
strategic,
and
that
is
definitely
something
that
we
want
to
work
on.
Changing
recruiting.
I've
already
talked
about
that
and
ensuring
that
we
have
the
capacity
for
the
workloads
that
we
do
need
to
do.
I
do
want
to
address
our
turnover
again.
We
have
had
turnover
and
we
are
working
hard
to
fill
some
of
our
vacancies.
C
C
We
are
keeping
up
barely
with
our
core
hr
operations,
but
I
do
have
several
team
members
who
are
working
nights
and
a
lot
of
times
some
weekends
as
well
just
to
keep
their
heads
above
water
donna
as
an
example,
if
she's
offered
a
guarantee
she's
jumping
on
for
at
least
an
hour
and
taking
care
of
certain
things
that
have
come
in
to
make
sure
that
nothing
drops
through.
She
goes
above
and
beyond
to
help
me
in
that
regard.
C
We
are
at
a
point
where,
taking
time
just
for
interviewing
and
onboarding
new
people
is
even
a
luxury
for
us
that
we
really
have
to
weigh
against
all
of
our
other
demands
to
make
sure
that
we're
responding
the
requests
on
us.
As
you
know,
we've
been
lean
for
a
long
time,
and
so
just
first
and
foremost,
that's
what
I
asked
from
the
position
for
this
year
in
the
budget
is
really
consideration
for
those
staffing
positions.
C
That
really
concludes
the
focus
in
regards
to
hr's
budget
itself.
Every
year
we
do
include
a
slide
here
for
you
to
give
you
consideration
of
the
history
of
the
county
personnel
cola
and
merit
increases.
This
chart
we
had
last
year,
obviously
without
fy
22
fy
22
last
year
was
a
two
percent
cola.
Two
percent
merit
in
preparation
for
this
year's
budget
process.
Our
comp
and
benefits
manager
reached
out
to
our
peer
government
agencies
couple
months
ago
to
ask
what
were
their
projections
now,
some
of
them.
C
C
C
C
C
C
Last
year,
one
initiative
that
you
asked
for
us
to
look
at
was
positions
under
15
per
hour.
Many
of
those
were
accomplished
in
the
last
year's
budget
process,
some
in
the
mid
year,
with
all
the
submissions
that
we
have
received.
If
those
increases
are
approved,
it
does
appear
that
we
will
have
all
positions
over
the
15
dollars
per
hour,
at
least
no
lower
for
sure
than
15,
but
my
review
of
it
yesterday
again,
I
think
all
will
be
slightly
over
of
note.
C
You
probably
saw
in
the
headline
city
of
boise
they
just
elevated
their
minimum
to
1650
per
hour
and,
finally,
as
you
consider
the
ongoing
a
budget
costs
one
factor
two
that
we
try
to
bring
back
to
you
as
well
as
what
is
the
cost
of
turnover
at
ada
county.
We
wish
we
had
the
abilities
to
evaluate
every
single
position,
because
we
could
really
fine-tune
better
what
that
exact
cost
is,
but
figures
from
organization
sherm
is
one
that
gives
us
some
good
figures.
In
general,
it's
been
around
30
to
33
the
recommendation.
C
Most
recent
33
of
the
compensation
of
your
turnover
of
your
talent
in
working
with
some
of
our
consultants
in
the
industry.
They
are
commenting
that,
based
on
the
economy,
the
talent
crunch
that
we're
in
and
what's
happening
with,
wages
everywhere
is
that
that
is
looking
to
getting
closer
to
a
40
split.
C
We
ran
data
for
june
of
2020
to
june
of
2021.
We
had,
according
to
the
report
that
we
pulled
had
369
employees
separate
from
aida
county
in
that
time
period.
The
total
unloaded
salaries
for
those
employees
was
just
under
20
million
dollars,
so
utilizing
33
to
40.
That
means
approximately
an
estimated
ballpark
cost
again.
These
could
be
different
based
on
each
position
and
the
exact
nature
of
the
retraining
proposition,
but
just
in
general
6.5
million
to
8
million.
C
If
you
use
a
common
standard
percentage
breakdown,
an
average
service
of
those
who
left
in
the
last
couple
of
years,
I
thought
was
I'm
sorry.
In
the
last
year
that
was
interesting.
It
was
7.25
years
and
we've
commonly
talked
about
how
we,
you
know,
people
hit
the
five
year
mark.
They
vest
with
percy
seven
they're,
just
hitting
the
sweet
spot
rolling
on,
especially
with
some
of
the
more
advanced
types
of
positions,
and
so
that
is
an
average
figure.
What
we
saw
with
everyone
who
departed
last
year.
C
So
that
being
said,
that's
the
end
of
my
presentation.
For
today
I
appreciate
the
dialogue
and
discussion
that
has
been
had
this
year
leading
up
to
the
budget
presentations
in
regards
to
more
work
on
the
merit
and
cola
and
the
efforts
by
the
department,
heads
and
elected
officials
to
try
and
come
together
and
come
up
with
some
consensus
in
regards
to
the
desires
across
the
county.
Thank
you
very
much,
commissioners.
Take
any
questions.
Thank.
A
A
E
F
C
C
Commissioners
great
question:
I
have
met
with
a
juvenile
services
director
and
she
has
advised
that
during
the
legislature
she
did
communications
with
her
staff
and
started
some
of
that
dialogue
and
discussion.
I
know
that
this
also
is
something
that
sheriff's
office
definitely
takes
very
seriously
and
works
very
hard
in
regards
to
education
with
their
staff
and
I'm
confident
in
regards
to
the
education
that
has
been
happening
with
that.
B
Mr
chair,
yes,
so
we
are
meeting
the
department,
heads
and
elected
officials
for
lunch
today
to
discuss
cola,
merit
salary
adjustments
et
cetera.
Could
you
get
that
information?
You
talked
about
to
us
before
then,
okay,
great
and
then
obviously
I
know
you're
like
trying
to
keep
your
head
above
water
here.
Would
it
be
prudent
to
plug
in
some
money
for
possible
professional
consultants?
C
Absolutely
chairman,
commissioners,
that
is
one
factor
that
I
was
asked
to
consider
during
the
preparation
of
my
budget.
This
year
is,
as
I
looked
at,
what
positions
is
that
something
that
potentially
I
could
utilize
some
consultants
in
the
area
to
help
with
that
or
have
individuals
come
in
on
the
b
budget
side?
I
do
think
that
that
is
a
good
option.
B
Well,
mr
chair,
I
would
feel
a
little
bit
more
comfortable
if
you'd
go
ahead
and
plug
in
either
50
or
100
000
into
this
presentation
today,
and
then
that
gives
us
a
chance
to
deliberate
that
next
week,
if
it's
not
in
here,
we
don't
really
take
it
up
and
I
think
it's
a
discussion.
That's
that's
worthy,
especially
you're
down
about
five
or
six
positions.
Right
now
so
yeah
jeremy
commissioners.
C
C
C
Absolutely
it
it's
in
the
way
that
you
do
those
recruiting
initiatives
and
the
strategic
side
of
things
really
kind
of
change
with
the
times.
But
they
will
have
a
big
job
to
fill
in
regards
to
being
able
to
do
that
on
their
own,
as
well
as
the
training
initiatives
to
really
help
our
own
employees
develop
as
recruiters
themselves.
G
So
yeah
you
talked
about
wages
and
you
know
last
year
we
were,
you
know,
really
focused
on
trying
to
bring
up
the
low-wage
earning
employees
to
over
15
an
hour,
and
now
it
looks
like
we
got
there,
but
I'm
just
worried
that
with
this
economy
you
know,
are
we
even
keeping
pace
at
15
now?
What's
your
projections
for
the
future?
Oh.
C
I
think
I
think
you
know
all
of
us
the
figures
we've
looked
at
the
eight
percent
inflation
situation.
I
we
fully
recognize
every
single
employee
is
impacted
by
it.
Our
lower
income
wage
earners,
you
know,
is
really
making
a
difference
between
putting
food
on
a
table,
medication
that
they
need
to
get
and
the
gas
to
get
to
work.
C
It
is
absolutely
something
that
I
don't
think
that
we
can
ignore.
We
have
been
in
general
conservative
at
eddie
county
to
begin
with,
and
I
do
think
this
is
where
heading
forward
continuing
to
look
at
what
how
we
view
the
bottom
end
of
our
our
wages.
There's
been
conversations
over
the
year
in
regards
to
in
the
years
looking
at
living
wage
pieces.
C
I
don't
think
we
can
ever
stop
in
regards
to
evaluating
our
compensation
and
where
it
is
that
we
have
our
end
our
low
end
of
positions
both
on
our
entry-level
positions,
but
also
you
know
tony
gettys
and
I'm
sure
later
today,
from
prosecutor,
bennett's
you'll
hear
attorneys.
That's
another
area
that
we're
seeing
just
you
know,
people
coming
out
right
out
of
law
school
making
more
than
you
know.
C
C
We
do
we
do
an
exit
survey,
but
we
do
hear
directly
from
our
departments
and
offices
they'll.
Let
us
know
when
they
are
citing
it
being
a
reason
dealing
with
compensation,
and
we
have
had
our
consultants
doing
some
follow-up
meetings
with
people
to
better
understand
the
situation
and
and
have
the
real
anecdotal
information
from
the
employee
who's
separating
directly.
G
C
I
wish
I
had
the
actual
cost.
That
would
be
something
that,
in
an
ideal
world,
you
would
actually
analyze
a
position.
Look
at
the
how
many
people
are
training
them.
What's
the
compensation,
the
person,
that's
training
them
well,
how
much
time
is
it
that
they're
away
from
doing
regular
work
because
they're
so
busy
training
the
other
person?
C
C
C
D
Procurement
is
led
by
director
bob
perkins
and
performs
essential
procurement
services
for
all
ada
county
offices
and
departments.
In
accordance
with
the
board's
procurement
policy,
they
are
responsible
for
procurement
of
all
county
supplies,
equipment,
services
and
construction
in
excess
of
seven
thousand
five
hundred
dollars.
Procurement
also
is
responsible
for
the
disposition
of
county
surplus.
D
Procurement's
mission
is
to
secure
the
maximum
value
for
each
taxpayer
dollar.
They
do
this
by
instituting
efficient
internal
processes
and
best
practices
combined
with
outreach
efforts
to
help
local
businesses
understand
the
county's
procurement
needs.
Since
2019
procurement
annually
averages,
30
million
in
spend
6
000
purchase,
orders,
84
major
projects
and
66
thousand
dollars
in
surplus
auction.
Proceeds
back
to
the
county
procurement
is
a
department
within
the
current
expense
fund.
Part
of
the
three
percent
cap.
D
D
A
I
Do
I'll
I'll
run
through
this
fairly
quickly?
Okay,
thank
you
well
good
morning
and
thank
you
for
your
time
this
morning
really
appreciate
it.
I
look
forward
to
walking
through
the
procurement
department's
budget
for
fy23,
but
before
I
do
that
I'd
like
to
take
this
opportunity
to
thank
a
few
folks.
I
would
like
to
thank
the
board
for
our
all
your
help
and
support.
You
are
our
biggest
champions
for
procurement.
You
give
us
all
the
resources
we
need
to
do
the
job
we
need
to
do
could.
I
I
I
also
want
to
thank
chief
operating
officer,
steve
rutherford
and
the
board
staff
for
all
that
they
do
for
us
all
through
the
year.
So
thank
you
and
a
quick
shout
out
to
the
hr
department.
They
do
such
a
wonderful
job
in
our
request.
We
we
asked
them
to
do
some
market
research
for
us
and
and
they
came
back
and
were
able
to
get
that
back
really
quickly
for
us.
I
So
thank
you
to
bethany
and
andrea
for
doing
that,
and
I
also
want
to
thank
phil's
office
for
all
the
budget,
help
kathleen
tim,
debbie
and
kobe.
Thank
you
so
much
you
guys
did
a
wonderful
job
in
helping
me
out
and
also
a
huge
thanks
to
the
prosecuting
attorney's
office.
Jan
and
heather
have
an
amazing
group
of
attorneys
that
help
us
out
quite
a
lot
and
we
lean
on
them
heavily.
So
thank
you
and
just
to
our
clients
that
we
help
out
every
single
day.
I
I
I
I
We
also
assist
offices
and
departments
in
solving
problems,
so
our
workday
looks
different
each
day
we
walk
through
the
door.
Each
day
brings
a
new
challenge
and
a
new
opportunity
to
help
whether
it
be
procuring
day-to-day
office
supplies
or
taking
on
a
more
challenging
role
of
navigating
federal
requirements.
I
My
staff
is
always
ready
to
accept
a
task
at
hand,
so
this
year
we
are
on
track
to
spend
55
million
dollars
in
procurement,
with
a
6.7
percent
average
savings
on
our
projects.
So
when
we
equate
that
to
dollars,
that's
about
3.7
million
dollars
in
savings,
we
are
on
track
to
save
this
year
for
comparison
and
spend
in
fy
20.
I
I
I
I
want
to
make
mention
about
ada
county
operations.
They
continue
to
make
improvements
back
into
our
buildings,
with
new
hvac
flooring
and
roof
replacements,
and
this
last
year
the
county
hired
a
fleet
management
consultant.
The
company
is
called
cst
and
they
have
met
with
our
offices
and
departments
and
finished
an
initial
report.
I
So,
as
notable
as
some
of
those
projects
are,
fy,
22
was
a
very
challenging
year
and
it
continues
to
be
so.
Some
of
the
challenges
faced
this
year
include
global.
Excuse
me
supply
chain
challenges
in
every
commodity
sector.
You
heard
director
o'mara
speak
about
that.
The
other
day
in
his
presentation
and
operations
continues
to
feel
the
effects
of
delays
and
construction
materials
for
their
projects.
I
I
I
I
I
You've
heard
me
mention
this
before,
but
one
of
my
favorite
mark
twain
quotes
goes
something
along
the
lines
of
continuous
improvement
is
better
than
delayed
perfection.
And
how
do
we
go
about
doing
this?
Well,
we
meet
as
a
team
every
other
month
to
discuss
ways.
We
can
improve
processes,
how
we
can
improve
solicitations
or
how
we
can
improve
file
management
and
client
client
relations.
I
I
I
We
are
awarded
the
champions
of
change
award
for
our
work
and
procurement
legislation
and
when
it
comes
to
being
professionally
certified,
four
of
our
employees
hold
the
cppb
certification,
one
of
our
employees,
with
a
cppo
certification
and
two
of
our
employees
hold
the
nigp
cpp
certification,
so
our
employees
are
actively
engaged
in
professional
organizations
as
well.
Two
of
our
employees
are
board
members
with
the
idaho
public
purchasing
association.
I
I
We
were
the
first
governmental
agency
in
the
state
of
idaho
to
win
this
award
and
only
one
of
182
agencies
across
the
united
states
and
canada
to
be
recognized.
For
with
this
achievement,
we
were
judged
on
18
best
practices
and
were
measured
by
our
demonstration
of
exceeding
the
highest
standards
in
innovation,
professionalism,
productivity
procurement
and
leadership.
I
I
Ada
county
is
a
member
to
many
cooperative
purchasing
organizations
that
allow
the
county
access
to
nationally
competed
contracts
that
have
the
direct
benefit
of
economy
of
scale,
so
in
other
words,
edy
county
gets
the
same
discount
as
even
the
largest
cities
and
counties
in
the
nation.
The
use
of
cooperative
contracting
has
increased
since
2019.
in
fy
20.
We
spent
1.1
million
dollars
on
cooperative
contracting
fy,
21,
4
million
dollars
and
so
far
in
fy
22,
year-to-date,
3.4
million.
I
I
I
I
I
Also,
we
need
this
position
to
help
us
with
our
succession
planning.
So
a
buyer
position
is
that
first
level,
entry
into
procurement,
and
so
that
really
starts
the
basis
for
our
success.
Succession
planning
the
buyer
would
come
in.
They
would
learn
government
procurement,
they
would
shadow
our
procurement
officers
and
they
would
learn
all
that.
We
would
need
to
learn
to
be
able
to
move
them
into
a
procurement
officer
position
in
the
future.
It's
really
difficult
to
be
able
to
find
a
procurement
professional
out
on
the
street
that
has
those
same
skills.
I
I
B
A
Okay,
well,
thanks
for
your
presentation,
appreciate
the
work
that
you
do
as
as
our
procurement
division,
because
we're
doing
a
lot
of
procuring
just
we
are
going
to
it,
looks
like
we're
going
to
be
doing
more
procuring,
so
appreciate
the
all
the
hard
work
and
efforts
that
that
you
do.
I
don't
have
any
questions
unless
one
of
our
commissioners
have.
B
Just
a
quick
comment:
thank
you
for
all
your
work
that
you
do
with
the
cqi
efforts.
I
think
that
that
continues.
Quality
improvement
is
a
model
that
we
should
all
adopt
throughout
the
culture
and
thinking
I'm
looking
at
steve
rutherford
to
maybe
do
some
department
head
training
around
that
and
you
could
possibly
help
with
that.
I
think
that'd
be
a
great
great
step.
I
also
want
to
thank
you
with
the
fleet
management
efforts.
B
G
Well,
thanks
for
all
your
great
work,
I
really
appreciate
your
department.
Everything
seems
to
always
run
smoothly
out
of
your
office
so,
and
I
appreciate
you
moving
ahead
to
the
future
with
you
know
advocating
for
these
new
positions,
because
you
know
we're
just
exploding
in
population
and
building
costs,
but
yeah,
I
boy
150
000,
for
a
wall.
It
just
always
blows
my
mind:
the
cost
of
commercial
construction.
I
mean
that
was
the
cost
of
a
house
in
ada
county
a
few
years
ago.
I
I
You
know,
I
think,
we've
seen
seen
through
this
last
year,
what
we've
budgeted
for
in
the
previous
year
for
construction
projects
only
only
to
be
surprised
about
the
bids
that
we
get
back
from
our
construction
projects.
It's
I've
never
seen
anything
like
it
as
far
as
the
inflated
costs
for
what
it
costs
to
build.
These
days.
I
I
A
D
Go
the
sheriff
is
one
of
seven
constitutionally
elected
offices
within
ada
county
sheriff,
matthew
clifford
is
the
elected
official
responsible
for
the
sheriff's
office
and
the
emergency
communications
fund.
The
county
sheriff's
office
is
idaho's
largest
law
enforcement
organization,
where
every
day,
wherever,
where
each
employee
works
every
day
to
make
ada
county
a
safer
place
to
live,
work
and
play
the
sheriff's
office
has
five
bureaus
police
jail,
court,
administrative
and
emergency
communications.
D
With
a
total
of
809
authorized
positions,
the
jail
services
bureau
has
171
sworn
deputies
and
92
professional
employees
who
manage
the
ada
county
jail,
idaho's
largest
and
most
secure
jail
facility
with
the
capacity
to
hold
1
224
inmates.
Most
inmates
are
housed
in
a
dorm
setting
with
higher
risk
inmates
placed
in
a
more
secure,
closed
custody
units.
The
jail
has
a
fully
functioning
medical
clinic
staffed
by
licensed
healthcare
workers.
The
jail
also
has
inmate
staff
kitchen
and
laundry
facilities.
D
The
court
services
bureau
has
67
sworn
deputies
and
65
professional
employees
and
runs
a
variety
of
public
safety
programs
in
concert
with
the
jail
services
bureau,
including
alternate
sentencing,
misdemeanor,
probation
pre-trial
services,
court
security
and
inmate
transports.
The
employee,
training
and
civil
services
units
are
also
part
of
the
court
services
bureau.
D
The
police
services
bureau
has
159
commissioned
deputies
and
supervisors
and
18
professional
employees
who
provide
direct
police
services
to
all
unincorporated
areas
of
ada
county
and
the
cities
of
eagle,
cuna
and
star
deputies,
protect
1060
square
miles
of
land
and
patrol
more
than
3
000
miles
of
roads
in
ada
county.
The
police
services
bureau
also
includes
persons
and
property
crimes,
detectives
narcotics
officers,
school
resource
officers
and
specialty
units
like
canine,
swat
and
marine
patrol.
D
The
administrative
services
bureau
has
142
professional
employees
and
includes
human
resources,
finance
property
and
evidence,
data
analytics
and
intelligence
and
victim
services.
The
bureau
also
runs
the
ada
county
sheriff's
office
records
department
driver's
license
services
concealed
weapons
and
sector
sex
offender
registration
and
manages
the
vehicle
fleet.
D
The
emergency
communications
bureau
has
81
professional
employees.
The
dispatchers
at
ada
county
state
of
the
art
emergency
911
dispatch
center
manage
all
public
calls
for
service
and
coordinate
all
police
fire
and
emergency
medical
service
movement
within
ada.
County
dispatchers
handle
three
thousand
nine
hundred
three
thousand
nine
hundred
and
three
thousand
nine
hundred,
and
I
can't
say
this
number
for
some
reason.
I'm
sorry
three
hundred
ninety
four
thousand
five,
eighty
eight
total
requests
for
services
in
2021,
including
185
000
766
911,
calls
235,
422,
non-emergency
dispatch
calls
and
400
texts
to
911
requests
for
services.
D
D
The
emergency
communication
fund
accounts
for
the
initiation,
maintenance
and
enhancement
of
ada
county's
9-1-1
communications
system.
Each
citizen
pays
a
monthly
one
dollar
fee
for
each
phone
line
they
have
which
provides
funding
for
the
ada
county's
911
emergency
dispatch
system.
Ada
county
voters
have
approved
the
fee
which
pays
for
11
employees.
D
The
sheriff's
office
is
a
department
within
the
current
expense
fund,
part
of
the
three
percent
cap.
Their
budget
submitted
for
fy23
is
101
million
980
0803
7
million
452
771
above
their
appropriation
total
in
the
personnel
side
supplementals.
They
have
20
new
positions
so
within
the
jail
services
bureau.
D
For
I
guess,
the
20
new
positions
overall
is
cost
of
one
million
seven.
Ninety
four,
nine
eleven
within
jail
services,
two
central
control,
supports
supervisors
and
two
jail
head
specialists
within
patrol
three
patrol
deputies,
health
and
welfare,
director,
cit,
deputy
and
social
worker
within
court
services,
bureau
for
court
house
deputies,
ctc,
deputy
pre-trial
supervisor
and
case
manager,
misdemeanor,
probation
officer
and
alert,
and
an
alternating
alternate
sentencing
case
manager
also
included
in
the
personnel
supplementals.
Was
a
cola
merit
for
the
pay
plans
of
one
point:
one
million
eight.
D
D
On
the
operating
side,
we
have
supplementals
for
equipment
for
the
new
positions,
472
0204
ongoing
costs
there
17
465
one
time,
450
for
739
contracted
court
security,
ongoing
755,
570
inflationary
costs
related
to
fuel,
425,
425,
000,
537,
ongoing
inflationary
costs
related
to
food,
259,
871,
ongoing
and
then
contract
nursing.
This
was
an
arbor
request,
1
million
752
192..
D
I
think
there's
a
consideration
for
increases
to
employees
rather
than
this
and
then
having
something
it's
contingency
associated
with
this
five-year
budget
to
actual
history,
from
fy
18
to
current
and
the
number
of
employees,
and
then
we'll
go
to
emergency
communications.
Real
quick
here
they
are
self-supported
fund.
The
budget
submitted
for
fy22
9138,
905,
1619
102
above
their
adopted
budget.
Increased
revenue
and
use
of
fund
balance
is
supporting
that
budget.
Actual
history
and
the
number
of
employees
are
listed
here
and
it's
my
pleasure
to
introduce
sheriff
matthew
clifford.
A
You're
familiar
with
this
room,
absolutely
yeah
yeah!
Yes,
you
are,
you
were
appointed
from
in
in
this
room
a
year
nutting
quite
a
year
ago,
and
I
think
you've
held
up
to
our
expectations
very
well,
because
your
department
is
is
a
very
important
department
for
the
for
the
county.
It's
one
of
the
most
important
things
that
government
can
do
is
to
provide
a
safe
environment
for
our
citizens,
so
go.
J
Our
vision
to
be
the
agency
of
choice
is
the
purpose
behind
everything
we
do.
It
keeps
us
moving
forward
and
this
is
our
why
to
say
that
agency
of
choice
often
sounds
strange
because
you
don't
choose
who
picks
up
the
dispatch
phone.
You
don't
choose
what
jail
you
go
to
and
you
don't
choose
which
officer
comes
to
your
house,
but
we
are
the
largest
agency
in
the
state
and
we
strive
to
have
our
outside
stakeholders
and
other
agencies
all
over.
J
The
state
choose
us
for
assistance
and
advice,
our
values,
integrity,
service,
dedication
and
attitude
outline
how
we
strive
to
accomplish
our
vision.
They
are
the
foundation
for
how
we
care
for
the
citizens
we
serve
and
each
other.
This
is
our
how
the
ultimate
result
is
our
mission
to
make
safer
places
for
you
to
live
work
and
play.
So
we
have
our.
Why
our?
J
J
J
J
Nearly
7
in
10
new
residents
in
to
the
area
are
over
age.
55.
idaho
has
and
continues
to
be
one
of
the
youngest
states
in
the
nation.
But
trends
like
this
will
change
the
population
makeup
of
our
state
and
county
expect
expectations
of
service
can
increase,
requiring
us
to
be
more
proactive
and
available.
J
J
J
J
J
I
also
awarded
deputy
that
a
word
of
the
sheriff
started:
deputy
brian
orcott
brian,
put
himself
in
danger
when
he
was
involved
in
the
pursuit
of
a
man
firing
a
gun
into
traffic.
The
man
shot
at
brian
when
he
got
out
of
his
patrol
vehicle
brian
kept
his
composure
and
directed
other
deputies
and
officers
to
find
and
arrest
him
without
further
incident.
J
J
K
K
The
job
of
the
police
services
bureau
is
so
much
more
than
just
patrolling
the
roads
and
neighborhoods
of
ada
county.
The
deputies
are
called
on
every
day
to
solve
problems
that
can
mean
anything
from
criminal
investigations
on
rental
scams,
to
quality
of
life
issues
like
graffiti
carg,
burglaries
and
neighborhoods
to
illegal
drug
investigations
to
trying
to
make
drivers
understand
when
to
stop
for
a
school
bus
sign.
K
The
177
employees
of
this
bureau
are
comprised
of
patrol
deputies,
detectives,
administrative
support,
staff
and
crime,
lab
technicians
all
dedicated
to
solving
crime
and
keeping
our
community
safe.
We
are
responsible
for
policing,
policing
services,
unincorporated
unincorporated
to
ada
county,
as
well
as
the
city's
cities
of
eagle,
cuna
and
star.
K
In
2021,
we
saw
our
highest
year
ever
for
911
emergency
requests
for
services
handled
by
the
ada
county
sheriff's
office.
This
10
increase
in
one
year
is
an
indicator
of
how
our
community
is
changing.
These
types
of
calls
are
more
complex
and
require
more
resources
and
deputies
to
safely
resolve
these
incidents.
K
The
most
dramatic
effect
of
this
jump
in
9-1-1
calls
is
seen
here
with
our
lowest
number
of
officer-initiated
calls
in
five
years
when
more
deputies
are
required
and
for
longer
amounts
of
time
to
handle
emergency
calls.
Our
teams
are
not
as
able
to
conduct
the
proactive
policing
work
at
the
frequency
that
we
would
like
to
see.
K
K
Last
year
we
saw
a
sharp
drop
in
the
number
of
property
crimes,
with
the
most
significant
decreases
in
home,
burglaries
153
in
2020
83
in
2021.
We
are
not
sure
why
that
is.
More
people
have
been
home
during
the
covet
pandemic,
so
we
are
keeping
a
close
eye
on
that
as
society
limps
back
to
normal,
whatever
that
might
be
last
year,
I
also
saw
a
sharp
increase
in
person
crimes
with
the
largest
rise,
seen
in
assault
cases,
420
426
in
2020,
549
and
2021.
K
That
might
also
be
a
byproduct
of
coven.
We
do
know
more
person,
crimes
take
up
more
time
and
energy
for
our
police
services
bureau.
Similar
trends
were
also
observed
by
many
of
our
partner
agencies
around
the
treasure
valley.
It's
important
to
note
that
a
drop
in
property
crime
like
this
is
almost
always
associated
with
less
crime
being
discovered
through
proactive
policing.
K
K
We
did
not
add
any
staff
to
the
police
services
bureau
this
year,
but
we
were
finally
able
to
replace
an
important
piece
of
equipment
to
increase
the
safety
up
at
lucky
peak.
We
got
our
new
patrol
boat
in
the
water
this
spring
ahead
of
the
busy
boating
season.
Our
old
boat
was
built
in
2004
and
was
really
showing
its
age.
Our
new
boat
is
faster,
more
stable
and
it
can
carry
more
stuff
which
will
help
our
marine
patrol
team
deal
with
the
growing
boat
traffic
at
lucky
peak
and
the
problems
that
go
with
it.
K
I'd
also
like
to
take
a
moment
to
speak
a
little
bit
about
our
school
resource
officers
with
the
issues
of
safety,
with
the
issues
of
school
safety
being
on
everyone's
mind
these
days.
I
wanted
to
take
a
time
a
bit
to
explain
our
program,
its
growth
and
the
things
that
our
our
school
resource
officers
do.
Every
day
our
school
resource
officers
have
one
of
the
most
demanding
jobs
in
our
agency.
K
In
addition
to
being
first
line,
defense
of
all
things
you
can
think
of,
there
are
also
social
workers,
mentors
teachers
and
detectives
as
well
as
well
as
friends
for
the
teachers
for
the
students
and
the
community
that
relies
on
them
to
do
their
job.
They
must
develop
relationships
with
students
and
teachers
and
parents
to
be
effective.
K
It
should
be
noted
that,
throughout
our
county
unincorporated
on
our
contract
cities,
with
the
addition
of
that
one
sro,
we
will
have
10
that
will
be
responding
and
working
in
our
schools
every
day
during
the
school
year.
And
one
final
point
I'd
like
to
make
about
our
sros:
is
they
receive
state-of-the-art
training?
They
are.
K
They
are
required
and
very
willing
to
respond
direct
to
any
threat
that
may
occur
in
that
school.
That's
their
responsibility
and
they
have
many
capabilities
based
on
current
training
and
current
techniques,
and
they
have
that
desire
to
go
there
and
provide
that
high
level
of
service,
and
they
will
do
that
at
this
time.
I'd
like
to
turn
the
podium
over
over
to
captain
jared
watson.
L
Thank
you,
chief
deputy
chairman
beck
commissioners,
all
those
participating
online
in
person.
Thank
you
for
the
opportunity
that
I
have
to
be
able
to
share
some
information
with
you.
My
name
is
jared
watson,
I'm
currently
the
captain
of
the
court
services
bureau
for
the
sheriff's
office.
I'm
proud
to
be
that
captain.
L
Our
main
goal
is
to
provide
ways
for
those
people
to
safely
remain
in
the
community
and
not
return
to
jail,
but
that
is
not
all
we
do.
Our
bureau
also
provides
security
for
the
eda
county
court,
complex
a
new
responsibility
and
work
in
progress,
and
we
also
train
for
the
entire
ada
county
sheriff's
office.
L
L
This
is
incredibly
important
as
we
deal
with
an
increasingly
crowded,
ada
county
jail.
We
know
people
who
have
meaningful
employment
and
community
support
have
a
much
better
chance
to
succeed
when
they
get
out
following
a
delayed
opening
due
to
the
covet
pandemic,
the
new
and
improved
community
transition
center
finally
opened
in
july
of
2021,
and
it's
already
paying
dividends
since
its
opening
we've
seen
a
steady
increase
in
the
number
of
people
at
the
facility
in
the
10
months.
L
Since
its
opening
the
ctc
average
daily
population
has
increased
120
we've
gone
from
an
average
of
21
people
last
july
to
45
this
month,
and
we
expect
that
number
to
grow
in
the
months
ahead.
Each
day
in
the
ctc
is
a
day.
Someone
is
not
occupying
a
jail
bed
in
the
crowded
main
gel
facility.
It
is
a
day
for
them
to
learn
a
new
life
skill
or
go
to
work,
establish
the
community
bonds.
They
need
to
be
successful
and
we
really
don't
want
repeat
customers.
So
we
work
really
hard
at
it.
L
Our
pre-trial
program
does
just
that
for
people
who
are
waiting
to
go
to
trial,
allowing
them
to
stay
out
of
jail
until
their
court
cases
are
resolved,
while
the
program
has
been
steadily
growing
over
the
past
several
years.
The
growth
we've
seen
since
the
beginning
of
the
pandemic
in
early
2020
is
staggering.
L
Since
then,
the
average
number
of
pre-trial
enrollees
has
increased
by
more
than
88
percent,
nearly
doubling
in
less
than
three
years
from
340
average
cases
to
636
average
cases
this
past
month.
Much
like
the
participants
in
the
ctc
each
day,
someone
remains
on
pre-trial
is
another
day
they
are
not
housed
in
jail.
L
Last
year,
we
added
a
pre-trial
case
manager
to
help
with
the
increasing
number
of
people
in
the
program
which
has
grown
at
a
faster
rate
than
we
expected.
This
employee
does
a
variety
of
essential
tasks,
including
the
I
pray,
assessment,
client
management,
court
and
partner
communication
and
coordination
with
our
monitoring
providers.
L
Our
ada
county
misdemeanor
probation
team
works
to
help
people
whose
cases
have
been
resolved
to
successfully
follow
their
court
order
requirements
and
avoid
going
back
to
jail
with
our
growing
jail
population.
Having
an
active
and
well-trained
misdemeanor
probation
staff
is
essential
safely.
Managing
misdemeanor
probation
clients
in
the
community
helps
keep
jail
beds
open
for
people
who
do
pose
a
threat
to
society.
L
L
L
Core
security
is
more
than
just
being
in
courtrooms
for
the
last
eight
months.
Our
team
responded
to
164
unique
calls
for
service
at
200
west
front
street
alone.
These
include
reports
of
vandalism,
assisting
citizens
or
those
in
some
form
of
crisis,
lost
and
found
property
warrant
services
and
others.
These
are
just
to
name
a
few.
L
There
are
several
examples
where
the
fee
reduction
and
the
waiver
reduction
was
the
difference
between
the
participant
going
into
the
ctc
as
opposed
to
going
to
jail.
They
would
not
have
been
able
to
afford
the
ctc
program
had
it
not
been
for
this
program.
This
is
just
a
brief
overview
of
the
court
services
bureau.
I
thank
you
for
your
time.
I'll
turn
the
podium
over
to
captain
jake
vote.
Thank
you.
F
F
The
ada
county
jail
is
the
largest
and
most
secure
county
jail
in
the
state
of
idaho.
Our
staff
members
run
a
facility
that
has
1116
beds.
Those
are
split
into
eight
large
dormitory
units,
as
well
as
a
separate
maximum
and
medium
security.
Housing
areas
also
included
in
the
jail
is
a
fully
functioning
health
services
and
dental
unit,
an
industrial
kitchen
that
prepares
over
3500
meals
a
day,
a
laundry
and
sewing
area
and
a
shipping
and
receiving
warehouse.
In
simple
terms,
we
are
a
small
city.
F
Jail
staff
developed
the
four
pillars
model
over
20
years
ago,
and
they
continue
to
be
an
essential
guide
for
our
employees
to
follow
these
pillars
govern
everything
we
do
in
our
facility.
Every
decision
we
make
from
hiring
training
the
equipment
we
buy
and
the
best
practices
we
follow
are
guided
by
these
four
concepts
when
it
comes
to
the
jail
it's
hard
not
to
talk
about
our
rising
population
of
inmates,
something
we
have
been
able
to
manage.
Thanks
to
these
four
pillars,
I
spoke
about
as
the
population
of
the
county
rises.
F
F
F
F
Our
bookings
on
average
have
decreased
43
from
pre-covered
levels.
If
less
people
are
coming
to
jail,
why
does
the
population
continue
to
increase
it's
because
the
people
who
are
in
jail
stay
there
longer
than
ever?
A
trend
that
doesn't
show
any
sign
of
slowing
down
fluctuations
to
the
average
daily
population
depend
on
two
factors:
how
many
people
come
to
jail
and
how
long
they
stay
once
they
are
there.
F
F
F
F
The
last
factor
involved
in
the
rise
of
jail
population
is
case
status.
Type.
This
chart
shows
the
number
of
people
whose
criminal
cases
are
down
are
done
and
been
sentenced
by
a
judge
are
going
down.
The
number
of
people
arrested
but
whose
court
cases
haven't
been
resolved
remains
relatively
consistent.
F
F
F
F
F
F
We
also
were
recently
able
to
install
the
new
jail
key
management
system.
The
new
system
will
remove
the
responsibility
of
key
distribution
and
management
from
our
central
control
staff
to
our
detention,
deputies,
a
job
duty
that
took
central
control's
eyes
and
attention
away
from
monitoring
safety
within
the
jail.
I
believe
you
saw
that
during
your
recent
jail
inspection
tour
when
we
stop
by
the
central
control
room,
the
new
system
will
increase
efficiency
along
with
safety
by
tracking
all
key
sets
and
will
send
out
a
notification
if
any
of
the
keys
are
not
returned.
F
Our
final
project
in
the
jail
was
to
add
security
cameras
in
our
medium
security
cell
blocks,
the
lack
of
cameras
in
these
areas
of
the
jail
created,
a
safety
risk
for
our
staff
and
inmates.
The
addition
of
these
cameras
provides
jail,
deputies
and
central
control
operators
much
needed
eyes
in
these
high-risk
areas
of
our
jail.
F
25
years
ago
there
were
only
16
cameras
in
our
entire
jail
and
barrister
complex.
Now
there
are
544
prior
to
this
new
project.
With
the
addition
of
these
new
cameras
from
this
project,
we
will
have
664
cameras
throughout
the
barrister
complex
in
our
jail
at
this
point,
I'll
turn
the
podium
over
to
director
kelly
bulleck.
E
Good
morning,
commissioners,
I'm
kelly
bolitek
and
I'm
the
director
of
the
administrative
services
bureau,
I'm
responsible
for
142
professional
staff
working
across
eight
different
divisions.
Kathleen's
already
mentioned
these,
but
I
will
mention
them
again.
We
have
the
administrative
areas,
budget
and
finance
hr
and
data
analytics
and
intelligence
and
the
operational
areas
of
property
and
evidence,
fleet
management,
victim
services,
the
records,
division
and
driver's
license
our
most
noteworthy
accomplishment
of
the
year
with
additional
budgeted
funds
in
admin.
Services
bureau
was
the
opening
of
our
second
driver's
license
location
in
meridian
on
october
18
2021..
E
E
E
E
E
This
is
a
95
reduction
from
the
one
hour
average
wait
time
customers
experienced
in
2019
the
tremendous
work
of
the
driver's
license
team,
coupled
with
our
proactive
data-driven
perspective
of
this
agency,
has
returned
nearly
397
000
hours
of
productivity
that
would
have
been
lost
to
citizens
sitting
and
waiting
at
driver's
license.
That's
huge.
E
This
proactive
data-driven
approach
has
also
led
to
success
in
our
property
and
evidence.
Division,
the
property
and
evidence
is
tasked
with
storage
and
safekeeping
of
all
evidence
related
to
criminal
cases
and
found
property.
Just
a
few
years
ago.
We
were
on
course
to
far
exceed
our
overall
storage
capacity.
E
Lastly,
we
worked
with
the
idaho
sheriff's
association
to
change
legislation
related
to
retention
laws,
moving
idaho
from
6
months
to
90
days
and
moving
bicycle
retention
from
90
days
to
30
days,
which
is
equal
to
our
surrounding
states.
This
was
all
effective.
Last
july,
1st
in
2021,
you
heard
earlier
in
chief
deputy,
do
so's
presentation
about
the
increase
in
persons
crimes
we
saw
last
year.
E
E
In
our
budget
last
year
we
asked
for
two
additional
employees
in
our
data
analytics
and
intelligence
team.
One
was
a
third
neighbor's
data
specialist
and
another
was
a
crime,
research
tech.
Since
the
addition
to
that
team,
they
have
improved
from
being
78
days
behind
on
entering
crime
reports
to
only
15
days.
Behind
the
state
standard
is
10
days.
E
Our
fleet
services
team
manages
254
public
safety
vehicles.
Additionally,
they
manage
our
motorcycles
atvs
our
marine
vessels
and
trailers,
our
biggest
struggle
since
the
pandemic
began
is
procuring
our
vehicles.
We
ordered
15
patrol
tahoes
in
october
of
2020,
received
two
in
the
first
part
of
fiscal
year
21
and
the
remaining
this
year
so
13
this
year.
E
E
E
Polygraph
background
requirements
are
extensive
and
the
nursing
shortage,
coupled
with
wages
and
correctional
environment,
have
all
excuse
me.
I've
all
attributed
to
our
not
being
able
to
fill
our
open
positions
at
this
time.
I
will
now
turn
the
podium
over
to
our
emergency
communications
bureau.
Thank
you.
K
When
people
hear
emergency
when
people
hear
of
the
emergency
communications
bureau,
the
first
thing
they
usually
think
about
is
the
ada
county
emergency
9-1-1
dispatch
center.
This
bureau
has
92
professional
employees
about
60
of
those
are
911
dispatchers
or
employees
that
directly
support
them
through
training
and
quality
assurance.
K
From
the
time
we
were
very
young,
we
learned
to
call
no
response
that
is
possible
without
a
well-trained,
compassionate
dispatcher.
On
the
other
end
of
the
line
in
2021
dispatch
experienced
a
significant
increase
in
request
for
help
from
our
community
answering
588
calls
and
text
messages
from
ada
county
citizens
calling
for
help,
which
is
a
4.5
increase
over
2020..
K
K
These
are
long-standing
relationships
built
over
the
last
five
years,
while
working
on
the
grant-funded,
macarthur
foundation,
safety
and
justice
challenge.
In
february,
we
hosted
navigating
the
ada
county
criminal
justice
system.
That
conference
was
held,
held
in
the
jump
in
the
jump
building
in
downtown
boise.
K
The
ciu
team
shares
what
it
makes
shares
what
it
makes
our
agency
at
the
age
what
it
takes
to
make
our
agency
the
agency
of
choice,
all
requests
from
the
public
and
fellow
law
enforcement
agency
for
reports
and
information
are
handled
by
our
public
information
team.
This
team
of
three,
this
team
of
three
coordinates
the
release
of
information
with
numerous
parts
of
our
agency,
including
legal
data
analytics
and
dispatch.
K
K
As
our
need
for
technology
continues
to
grow,
so
does
our
need
for
employees
to
help
manage
these
systems.
This
year,
we
added
a
systems
application
administrator
to
help
manage
this
growth.
The
addition
of
this
position
has
handled
staffing
available
seven
days
a
week
to
quickly
resolve
issues
related
to
technology,
as
well
as
providing
better
proactive
maintenance
of
critical
systems,
and
at
this
time
it's
my
honor
to
turn
the
podium
over
to
sheriff
matt
clifford.
J
J
J
B
J
We
don't
put
the
term
health
and
welfare
are
detective
because
they
don't
work
for
health
and
welfare,
but
that
juvenile
position
specifically
deals
with
the
referrals
that
come
in
from
health
and
welfare
and
again,
we've
had
100
106
percent
increase
since
2015,
and
we've
always
had
just
the
one
person
doing
all
of
that
work.
Okay,
thank
you.
J
All
that
increase
in
population
I
talked
about
before
means
more
calls
for
service,
and
we
haven't
added
to
our
south
patrol
team
in
over
a
decade.
Most
of
this
patrol
area
is
located
south
of
overland
road,
an
area
bursting
with
development.
In
just
the
last
five
years.
Our
calls
for
service
in
the
south
have
increased
by
almost
50
percent.
Yet
we
have
the
same
number
of
deputies
on
per
shift.
In
2016
we
had
4
348
calls
in
2021
we
had
8
418
calls
for
service.
J
J
Figuring
out
the
best
ways
for
our
deputies
to
interact
with
people
who
suffer
from
mental
illness
or
are
in
crisis
and
then
directing
them
to
resources.
They
need
is
a
priority.
It
helps
peop,
helps
people
get
the
help,
they
need
and
keeps
them
out
of
jail
where
they
shouldn't
be.
In
the
first
place.
J
We
have
a
lot
of
success
with
our
crisis
intervention
team
and
want
to
expand
it.
So
we
have
coverage
seven
days
a
week
and
if
you
didn't
know,
our
agency
was
the
first
in
idaho
to
have
trained,
dedicated,
cit
deputies,
ca,
t
deputies
team
up
with
a
civilian
clinician
to
respond
to
calls.
You
probably
see
a
lot
of
other
agencies
on
the
news
lately
that
say
this
is
what
we're
doing
we've
been
doing
it
for
years.
J
J
J
J
J
A
courthouse
security
analysis
completed
by
the
national
center
for
state
courts
or
ncsc,
recommends
that
we
will
eventually
need
to
add
18
more
deputies
to
get
full
staffing
y18.
The
number
is
based
on
the
recommendation
from
the
ncs
security
assessment
and
courtroom
data
provided
by
tca
from
2019
to
2021..
J
J
You
heard
me
talk
about
the
community
trenches
transition
center
earlier.
It
is
one
of
our
most
promising
programs
and
an
essential
part
of
our
strategy
to
reduce
our
jail
population
and
help
inmates
develop
community
support.
They
need
to
avoid
a
return
trip
to
jail
to
get
the
most
out
of
the
program.
We
need
to
add
some
positions.
J
We
need
another
post-certified
deputy
to
perform
tasks
outside
of
the
ctc
like
job
checks
and
home
visits.
They
will
also
provide
full
staffing
to
ensure
the
center
remains
open
and
keep
patrol
deputies
from
being
called
off
their
beats.
If
we
have
a
staffing
issue
like
if
someone
calls
in
sick
or
sick
or
goes
on
vacation,
we
can't
staff
the
ctc
24
7
and
do
job
and
home
checks
in
the
field
with
our
current
staffing
levels,.
J
Once
we
increase
class
work
and
programming,
we
need
another
case
manager
to
take
those
cases
over
and
work
with
people
on
their
job
search
and
career
skills.
Training.
Remember
that
each
person
in
the
ctc
means
an
open
bet
in
the
jail.
Our
re-entry
specialists
are
critical
to
the
success
of
the
program.
These
services
are
shown
to
help
reduce
the
likelihood
of
people
returning
to
the
jail
you
heard
earlier
about
the
explosive
growth
of
our
pre-trial
caseload.
J
This
program
is
really
important
for
us
as
a
tool
to
manage
our
jail
population
and
give
people
the
best
chance
of
success
to
get
out
of
the
criminal
justice
system.
We
had
65
percent
growth
in
pre-trial
cases
in
one
year.
We
need
a
pre-child
services
supervisor.
The
case
load
is
so
big.
Our
current
manager,
our
current
manager,
is
covering
appointments
in
addition
to
running
the
unit
that
man,
that
is
not
a
recipe
for
success.
J
J
J
J
Our
probation
officer's
average
caseload
is
119
clients
per
officer.
An
increased
caseload
size
results
in
reduced
levels
of
supervision,
and
we
want
our
clients
to
be
successful.
We're
going
to
need
an
additional
probation
officer
to
match
up
with
the
caseload
of
ada
county's
new
magistrate,
judge
and
maintain
expected
quality
of
service.
J
All
those
increase
in
cases
and
workload
for
probation
officers
translate
into
more
work
for
our
records.
Technicians
who
are
getting
behind.
We
need
additional
records,
need
an
additional
records
tech
to
keep
up
with
the
increasing
workload
there's
another
yearly
stat
for
you.
We
haven't
added
any
misdemeanor
probation
technicians
since
we
took
over
the
misdemeanor
probation
in
october
of
2012.
J
it's
time
to
do
it.
Now,
let's
move
over
to
the
jail
services
bureau,
our
central
control
staff
for
the
eyes
and
ears
of
our
jail
and
public
safety
complex,
they
spot
crimes,
assaults
on
inmates
and
other
offenses
needing
to
be
handled
by
jail
deputies.
They
manage
over
600
cameras.
The
current
supervision
is
done
by
a
jail
sergeant.
J
J
Our
jail
population
continues
to
evolve
and
we
have
an
increased
number
of
high-risk
inmates.
This
results
in
increased
responsibility
for
our
detention,
deputies
and
the
need
for
more
supervisory
support.
Right
now.
Our
jail
sergeants
have
a
20
to
1
span
of
control,
which
is
larger
than
the
8
to
1
industry
standards
recommend
we
need
adequate
supervision
to
ensure
the
safety
of
staff
and
inmates.
The
position
was
funded
within
the
appropriate
amount
for
the
next
fiscal
year.
J
J
We're
all
aware
of
how
competitive
the
job
market
is
right.
Now
this
year
we
are
presenting
our
pay
plans
as
a
final
product.
My
hr
team
worked
with
the
county
hr
director
on
this
project.
The
adjustments
made
are
as
follows:
for
our
emergency
911
dispatchers
hr
did
a
market
analysis
of
12
regional
agencies,
the
plan
it
added
pay
levels
for
dispatchers
who
earn
post,
certifications
and
increases
longevity
percentages
for
our
patrol
and
detention,
deputies,
we'd,
mark
analysis
of
16
police
agencies
and
nine
jail
and
prison
agencies.
J
We
raised
entry
level
and
base
pay
for
both
to
get
closer
to
market
value.
We
also
added
one-time
incentive
money
to
give
additional
pay
to
employees
on
the
pay
plans
to
recognize
exemplary
performance.
Cost
of
the
plan
is
near
1.9
million
dollars
we
accomplished
all
of
this
within
the
cola
merit
five
percent
targeted
amount
that
mentioned
in
phil,
mcgrane's
procedural
guidelines
in
the
budget
toolkit
on
aces,
meaning
we
are
not
requesting
additional
funding
above
the
pool
of
funds.
J
Depending
on
how
the
bocc
sets
the
call
at
merit
allocation,
we
would
request
that
any
additional
amount
be
applied
to
our
top
steps.
So
we
did
that
with
the
five
percent
again,
with
direct
ebola
check,
I
would
fully
support
figuring
that
out
with
the
seven
percent.
Instead
and
again,
that's
that's
not
money
me
saying:
I
want
that
money
to
fix
my
pay
plans.
That's
me
saying:
if
you
allocate
us
that's
where
it
goes,
we've
already
figured
it
out.
Okay,.
J
J
J
J
J
Again,
we
cook
over
3
500
meals
in
a
day
in
the
jail
food
costs,
have
increased
9.4
percent
in
the
last
12
months
and
are
likely
to
go
higher,
rising
jail.
Population
means
more
meals
are
being
prepared.
Each
day,
I'm
going
to
call
chief
deputy
justin
dusso
back
to
go
over
our
capital
investment
report.
K
K
K
K
K
K
K
Our
camera
surveillance
system
in
our
barrister
campus
needs
additional
hardware.
We've
identified
several
areas
in
our
jail
and
misdemeanor
probation
office.
That
needs
better
coverage.
This
particular
project
will
add
34
additional
cameras,
two
monitoring
stations,
additional
keypads
and
locks.
We
have
been
in
rem,
we
have
been
and
remain
committed
to
the
safety
and
security
of
our
employees.
K
K
K
Inmate
tracking
system
here
is
another
carryover
from
fiscal
year
2022..
This
project
will
provide
new
hardware
and
software
to
more
efficiently
and
completely
recorded
maintenance.
This
system
will
track
inmates
in
the
event
of
a
catastrophic
incident.
The
current
system
requires
deputies
to
make
individual
log
entries
for
each
event.
K
K
B
N
Thank
you
chief
good
morning,
chair
commissioners.
Again,
I'm
stephen
o'mara,
I'm
the
chief
information
officer
for
ada
county.
I'm
also
it's
my
privilege
to
serve
sheriff
clifford
as
a
member
of
his
exact
staff
as
the
director
of
I.t
for
ada
county,
a
county
sheriff's
office
and
their
emergency
communications
area.
N
They
were
also
acutely
aware
that
the
system
would
need
to
have
a
stable
source
of
funding.
The
emergency
communications
fee
is
a
dollar
each
of
us
pay
per
phone
line,
either
landline
or
cellular,
and
is
used
solely
to
maintain
emergency
communication
systems
that
we
all
rely
on
every
year.
We
plan
numerous
projects
to
keep
our
911
systems
functioning
up
to
date
and
ready
when
the
public
needs
them.
As
you
see
in
this
chart
here
that
our
fund
balance
remains
healthy,
even
with
these
planned
projects
for
fiscal
year,
23.
N
The
emergency
communications
team
works
diligently
throughout
the
year
to
ensure
we
have
adequate
funds
for
both
planned
and
unplanned
emergent
needs.
If
you
see
this
graph
and
you
notice
a
large
dip
back
in
2017,
that
is,
as
this
fund
was
a
major
participant
in
the
launch
of
the
new
dispatch
center,
and
it's
been
recovering
slowly
over
time
and
we've
been
gearing
up
for
our
next
set
of
upgrades
that
we're
asking
for
this
year.
N
N
Cyber
security
is
obviously
something
on
all
of
our
minds
and
the
911
network
is
considerably
smaller
than
the
county's
network,
but
it
still
has
to
suffer
all
the
same
threats
and
attacks
of
any
large
network,
and
it's
getting
to
the
point
where
it
needs
to
have
dedicated
eyes
on
it,
especially
if
the
sheriff's
office
were
to
break
off
and
do
its
own
technology
going
forward.
We
want
to
make
sure
someone
was
there
who
could
carry
those
keys
on
we're
also
asking
for
a
public
safety.
Radio
administrator
public
safety.
N
Radio
administrator
will
provide
additional
assistance
to
our
existing
administrator,
who
manages
the
critical
radio
network
infrastructure.
Our
current
administrators
is
also
the
statewide
radio
coordinator
for
the
motorola
network
for
all
the
state.
He
has
been
a
lone
gunman
for
a
very
long
time
has
done
amazing
work,
but
it's
very
difficult.
Should
he
ever
need
time
off
or
be
out.
N
N
100
of
the
administrator
will
be.
The
radio
administrator
is
100
emergency
communications,
the
security
engineer,
since
the
job
is
not
quite
100
large
enough
for
a
dedicated
person
county.
It
is
going
to
supplement
about
a
third
of
that
salary
with
our
budget
until
that
job
gets
big
enough,
because
that
that
security
engineer
will
be
working
a
little
bit
on
the
county
stuff,
as
we
add
more
things
to
the
911
network,
so.
N
B
N
B
G
N
What
that
will
do
is
that'll
open
up
the
ability
for
citizens
to
someday,
not
immediately,
because
we
would
need
to
plan
for
this.
The
citizen
will
be
able
to
send
in
pictures
and
video
that
sort
of
thing.
It
is
literally
impossible
with
the
current
technology
that
we
have
and
what
dates
back
to
the
60s.
The
the
underlying
piece
it'll
be
a
completely
different
system
front
to
back,
and
the
service
that
we
get
from
the
provider
will
be
different.
N
As
well,
we
obviously
have
to
upgrade
the
the
local
hardware,
but
it's
it's
the
future
of
9-1-1,
and
it
also
will
significantly
significantly
reduce
the
number
of
misrouted
calls
from
cellular
phones
where
we
end
up
getting
a
phone
call
that
should
go
to
canyon
county.
Then
there's
a
little
bit
of
back
and
forth
between
the
dispatch
centers
to
get
the
person
who
needs
help
the
right
people
to
come
and
get
them.
N
Well,
like
I
said
it's
the
the
equipment
we
have
in
the
dispatch
center
at
the
sheriff's
office
and
and
peace
apps
all
over
the
country.
What
they
have
in
place
is
digital
in
that
sense,
but
the
service
that
feeds
it
the
the
landline
side.
What
comes
from
the
local
exchange
from
in
our
case
it
comes
from
lumen.
All
of
that
is
very
analog.
It's
all
analog
and
the
way
that
the
call
flows.
N
L
L
N
And
it's
it
sets
the
future.
Sorry,
the
last
last
project
that
we
have
is
an
interface
for
our
cad
system.
It
adds
an
additional
stationary
learning
to
our
dispatch
system
and
is
needed
in
the
event
if
we
ever
fail
over
and
require
temporary
dispatch
from
our
backup
dispatch
at
barrister.
Basically,
what
this
is.
This
is
the
this
is
the
machinery
that
sets
off
the
alarms
in
a
fire
department,
fire
fire
departments
and
ems
stations,
so
we
would
need
to
have
a
twin
basically
built
out
of
barrister.
J
J
J
B
J
Chairman
commissioners,
great
question:
we
they
are
not,
so
we
looked
at
any
of
those
because
we'd
love
to
have
more
dispatchers,
but
we
are
not
able
to
fill
the
dispatcher
spot
and
that's
one
of
the
all
of
our
dispatcher
spots.
So
that's
one
of
our
biggest
chunks
as
well
as
nurses,
and
things
like
that.
So
we
didn't
ask
in
any
of
those
arenas
so
not
redundant
in
there.
B
J
So
we
one
of
the
things
that
we've
done
is
we
have
figured
out
how
to
up
the
the
starting
wage
and
that
has
attracted
more
people.
So
director
bulleck
was
telling
me
we
had
a
vacancy
in
records
that
was
open
for
11
weeks
and
we,
when
we
did
the
pay
adjustment
and
were
able
to
at
least
up
the
starting
wage.
We
immediately
had
eight
applicants,
so
those
are
some
of
the
things
we're
doing
as
far
as
recruitment
and
retention
retention
we
have
started
to.
J
We
have
not
got
to
implement
anything
yet,
but
we've
really
started
to
kind
of
think
outside
the
box.
In
fact,
tomorrow
I
have
a
meeting
with
the
other
law
enforcement
agency
heads
on
how
we
can
actually
work
together
to
recruit
people
into
our
agencies,
and
even
if
that
means
recruiting
people
who
maybe
want
to
do
this
job
but
you're,
okay,
maybe
not,
but
that
agency
over
there
has
a
job
where
you
can
start
and
try
and
work
your
way
back
to
our
agency,
really
sharing
resources
and
ideas.
J
B
J
Great
question:
yeah:
we
don't
if
we
need
more
officers
in
those
cities
for
contracts,
we
go
directly
to
them.
Okay,
so
because
the
county
taxpayer
doesn't
provide
that
the
city
the
city
will
provide
that
in
the
contract.
So
if
we
think
we
need
two
more
in
eagle,
then
we
would
go
to
mayor
pierce
and
and.
B
J
B
Great
question,
thank
you
and
then
finally,
mr
chair,
but
I
would
like
to
recommend
to
this
board
that
we
strike
the
93
198
dollars
out
of
the
supplemental
for
the
sheriff's
office
and
ask
mr
bautista
to
put
in
that
amount
into
his
budget
to
cover
the
costs
of
security.
I
don't
think
that
taxpayers
should
be
subsidizing
that
expo
in
the
fair
is
an
enterprise
fund
and
it's
fee
based,
and
so
I
think
we
should.
This
is
not
in
the
appropriate
budget.
G
J
G
I
guess
we
can
discuss
that
with
bob
bautista
as
well,
so
during
covid
you
guys
made
a
great
effort,
along
with
courts,
to
try
and
reduce
number
of
people
in
jail,
taking
an
extra.
I
guess
detailed
look
at
who
needs
to
be
there
and
who
doesn't?
Is
that
ongoing
or
has
that
kind
of
been
discontinued?.
J
I
think
if
you
see
the
stats
on
how
many
misdemeanors
are
coming
in
and
how
our
bookings
have
remained
low
in
kind
of
record
low
since
covit
has
you
know,
phased
itself
out,
I
think
we're
still
doing
those
things
and
we're
still
looking
at
those.
You
know
I
don't.
I
don't
have
a
stat
for
you,
but
I'm
going
to
go
ahead
and
give
my
professional
opinion
on
you
know
when
we
had
that
number
low.
That
means
we
had
deputies
and
officers
from
all
agencies
out,
making
far
less
contacts
with
people.
J
We
weren't
sure
what
we
were
dealing
with
and
told
them
don't
contact
people
unless
you
absolutely
have
to
which
means
we
are
finding
less
crime.
Less
people
go
to
jail.
We
also
had
more
of
your
sight
and
release
type
situations,
which
is
not
always
appropriate,
but
I
think
we're
still
seeing
that
continue
as
well,
but
bottom
line
is,
if
you're
out
not
looking
for
the
crime
and
keeping
the
jail
population
that
low,
because
we're
having
officers
not
do
proactive
work,
we're
allowing
people
that
are
committing
crimes
to
basically
just
keep
doing
that
without
us
intervening.
J
So
to
answer
your
question:
yes,
I
believe
all
the
agencies
have
still
adopted
some
of
the
okay.
Let's
figure
out
who's
going
to
go
and
who's
not,
but,
as
you
can,
as
you
can
see,
the
bookings
for
felonies
is
still
higher
than
it
was
for
misdemeanors,
which
helps
helps
answer
the
question:
if
yes,
they're
determining,
who
should
go
and
who
should.
J
43,
so
there
are
57
beds
open
right
now.
What's
their
total
capacity
on
the
100
and
we've
seen
the
increasing
rise,
I
think
it
it
will
keep
trending.
As
the
you
know,
the
courts
see
that
as
a
as
a
viable
option,
but
again
we
have
people
that
are
attending
our
really
great
classes
in
the
jail
that
are
sentenced
to
yeah
you're
eligible
for
the
ctc,
but
you
have
to
you
have
to
take
these
classes
in
the
jail
first.
J
J
A
A
A
E
Yes,
we're
we're
projecting
almost
a
three
million
dollar
salary
savings
this
year.
That
will
be
turned
back
to
you,
and
we
did
utilize
that
to
increase
our
entry
wages
for
our
law
enforcement
records,
tax
up
a
dollar
per
hour
for
some
of
them
and
a
dollar
fifty
for
another
group
of
people.
So,
okay.
A
B
B
You
know
that
would
be
interesting,
because
I'd
like
to
see
that
as
well,
I
don't
think
we
projected
how
much
we
would
actually
lose
when
we,
you
know,
start
getting
eye
doc
inmates
out
of
there
sooner
so
it'd,
be
interesting
to
see
the
last
three
years.
How
that
income
level
has
trended
absolutely.
O
A
Yes,
I
do
I
do.
I
do
recall
it
well
anyway.
Well,
I
want
to
thank
you
for
your
presentation
here.
It
was,
it
was
enlightening
for
us,
certainly,
and
once
again
I
want
to
want
to
thank
you
for
the
hard
work
that
you
and
your
staff
do,
and
I
want
to
also
remind
you
that
we
that
we
represent
the
community
and
we
so
we
we
have
to
look
at
the
tax
resources
that
we
have
available
to
to
fund
everything
in
the
city
and
the
county,
including
the
sheriff's
department.
J
Chairman
backing
commissioners,
I
I
really
appreciate
the
opportunity-
and
I
fully
fully
understand
that
and
respect
that
I
look
at
my
position
of
you
know.
Even
if
you
told
me
you
can't
have
any
of
it.
It's
still
my
job
to
say,
here's
our
agency
and
here's
our
needs,
and
I
understand
that
you
exactly
hand
out
checks
to
every
guy
that
comes
in
front
of
you,
so
yeah.
A
A
D
A
D
D
Site,
certifications
and
facility
compliance
issues.
The
operations
department
pays
a
majority
of
the
county's
utility
expenses
and
manages
energy
and
water
use
to
keep
facilities
operating
efficiently.
Operations
provides
for
the
county's
mail
and
distribution
system,
in-house
and
contracts
with
outside
vendors
for
routine
services,
such
as
facility
cleaning,
lawn
care
and
parking
services.
D
Solid
waste,
also
known
as
the
landfill,
is
managed
by
tom
otty
and
has
nearly
200
and
200
2700
acres
off
of
siemens
gulch
road
northwest
of
boise.
The
property
includes
two
landfill
cells,
a
household
hazardous
materials,
collection
facility
processes
for
wood
and
tires,
and
a
landfill
gas
collection
system.
Landfill
gas
from
buried
waste
is
generated
into
electricity
and
sold
to
idaho
power.
D
D
Payments
received
from
customers
cover
the
cost
of
hauling
disposal.
Billing
and
administration,
and
operations
is
a
department
within
the
current
expense
fund.
Part
of
the
three
percent
cap
on
property
taxes,
budget
for
fy23
is
submitted
at
15
million
268
597,
twenty
four
eight.
Seventy
eight
over
their
appropriation
total
in
their
personnel.
They
have
supplementals
for
four
new
positions:
a
senior
project
manager,
a
journeyman,
electrician,
journeyman
hvac,
and
a
painter
for
a
cost
of
three
hundred
and
sixty
four
thousand
nine.
Seventy
three
then,
on
the
operating
side
they
have
supplementals.
These
are
all
ongoing
costs.
D
Utility
rate
increases
three
hundred
and
seventy
two
thousand
four
thirty
grounds
maintenance
contract
increases.
One
hundred
and
fourteen
thousand
seven
fifteen
cleaning
contract
increase
sixty
one
thousand
five.
Fifty
physical
security
hardware
maintenance
support
ten
one
hundred
and
four
thousand
eight.
Ninety
five
audio
visual
hardware,
maintenance
support,
69,
000,
building
control,
maintenance
agreements,
37315
and
deferred
maintenance,
increase
of
400
000
budget
to
actual
from
fy
18
to
current
and
the
number
of
employees
over
the
same
period
of
time.
D
Solid
waste
is
a
self-supported
fund
budget
submitted
for
fy23
at
18
million
184
112.
That's
an
increase
of
1
million
910
110
377
all
covered
with
increased
revenue
budget
to
actual
history
is
below,
and
the
number
of
staff
billing
services
is
another
self-supported
fund
budget
submitted
for
fy23
at
six
million
nine
hundred
and
twelve
thousand
four.
Seventy
two
three
hundred
and
eighty
thousand
seven.
Ninety
six
over
their
adopted
budget
the
prior
year
all
covered
with
increased
revenue,
their
budget
to
actual
history
and
the
number
of
employees
over
the
course
of
the
same
time
period.
A
P
P
Good
afternoon,
mr
chairman
and
commissioners,
thank
you
for
your
time
and
consideration
of
the
operations
department
budget
for
fiscal
year
2023.,
the
ada
county
operations
department
is
currently
comprised
of
62
employees
and
our
caretakers
for
1.3
million
square
feet
of
office,
detention,
utility
and
storage
space.
We
interface
with
all
elected
officials.
P
Excuse
me
all
elected
offices
and
departments
for
a
small
department.
Our
budget
is
large
and
complex
and
is
in
control
of
423
line
items
in
34
divisions.
We
manage
cip
projects,
new
construction
projects,
arpa
capital
projects
and
all
maintenance
projects.
Additionally,
operations
is
responsible
for
the
entire
county
utility
portfolio,
energy
sustainability
programs,
mail
recycling
parking
and
manage
75,
ongoing
service
contracts
and
agreements,
our
staff
of
skilled
maintenance,
mechanics
maintenance
technicians,
journeymen
project
managers,
office
staff
and
energy
specialists
collaborative
collaboratively
and
effectively
complete
the
mission
of
ada
county
needs
of
important
note.
P
None
of
this
year's
successes
would
be
possible
without
your
leadership
that
has
allowed
the
operations
department
to
successfully
complete
many
projects
and
allocate
project
savings
for
additional
deferred
and
preventive
maintenance
issues.
Mission
statement,
operation
persistently
strives
to
perform
cost-effective
project
management,
maintenance
and
facility
upgrades,
which
ensure
our
facilities
are
safe,
well
maintained
and
energy
efficient.
P
Operation,
core
values
are
accountability,
dependability
excellence,
integrity
and
teamwork.
These
ideals
are
instilled
in
our
daily
activities
and
collaborative
workplace
operations.
Staff
is
our
strength
and
we
trust
and
respect
each
other
while
working
to
support
and
serve
the
overall
mission
of
ada
county
elected
offices,
departments
and
citizens.
P
Operation
goals
and
objectives
tie
in
with
our
mission
statement.
We
continue
to
find
better
ways
to
increase
efficiencies
with
budgets
and
customer
service.
For
example,
operations
was
able
to
capture
project
savings
this
fiscal
year
and
apply
them
to
other
needed
projects.
We
would
like
to
perform
additional
smaller
projects
in-house
with
operations.
Personnel
examples
are
the
new
accounting
area
in
the
clerk's
office
and
two
new
judges
office
suites.
On
the
second
floor
of
the
courthouse,
we
also
continue
to
upgrade
specified
audio
visual
equipment
and
genotech
security
upgrades
to
all
county
facilities.
P
Additionally,
operations,
energy
specialists
and
maintenance
personnel
use
utility
company
incentives,
one
available
for
lighting,
roofing
and
equipment
replacements.
We
specify
high
performance
building
specifications
using
the
latest
ashrae
standards
and,
when
applicable,
seek
leed
certification
for
new
buildings
and
remodel
construction
for
energy
conservation
and
reduced
operational
costs
this
year.
With
these
incentives,
we've
we're
managed
to
save
sixty
thousand
dollars
and
rebates
back
from
idaho
power,
specifically
operation.
Metrics
are
production
based
measuring
the
ability
to
complete
work,
orders,
maintenance,
new
construction
projects
and
increase
energy
efficiency.
P
P
Information
from
our
software
tools
and
project
tracking
is
utilized
to
plan
projects
that
increase
work,
order,
efficiencies,
work,
orders
from
the
dude
which
I
have
right
here
completed
in
the
past.
Thirteen
months
are
twenty
one
thousand
thirty,
eight,
that
is
53
work,
orders
per
day
of
varying
complexities
that
are
handled
by
our
maintenance,
personnel
and
journeymen,
across
county
facilities.
Pretty
impressive.
P
The
operation,
project,
management,
team
tracks,
project
status
and
budgets
with
spreadsheets
for
50
active
projects
in
fy
22..
These
tools
allow
for
real-time
reporting
and
monitoring
of
project,
financials
scheduling
and
completion
requirements.
All
projects
are
now
reviewed
by
management
staff
and
project
managers
at
weekly,
scheduled
meetings.
P
Lastly,
new
buildings
and
tenant
improvement
projects
have
become
much
more
complicated
with
automation,
security
and
data
demands.
We
have
partnered
with
rit
department
to
create
a
master.
I
t
specification
that
covers
everything
from
wiring,
audio
visual
proprietary
equipment,
cameras,
access
security
and
data
storage
that
will
now
become
boilerplate
in
future
contracts.
P
P
Operations
to
save
money
is
always
ongoing.
Some
notable
efforts
are
led
light
replacements
throughout
the
county,
roof
replacements
with
pvc,
cool
roofs,
upgraded
insulation
when
roofs
are
stripped
and
replace
end
of
life,
hvac
rooftop
units
with
more
efficient,
environmentally
friendly,
410a
refrigerant
types
operation,
journeymen,
that
are,
that
is
our
electricians,
hvac
painters
and
carpenter,
have
been
able
to
take
on
small
projects
that
have
been
asked
for
by
offices
and
departments.
We
hope
to
do
more
of
this
in
the
future,
with
more
cost-effective
and
expeditious
product
delivery.
P
Lastly,
over
the
past
few
fiscal
years
we've
been
replacing
end
of
life
vehicles
in
a
different
way.
We
are
ordering
small
suvs
for
our
office
staff
and
keeping
pickup
trucks
only
for
our
journeymen
and
maintenance
staff.
This
has
reduced
initial
purchase
costs
and
increased
fleet
fuel
efficiencies.
P
P
P
I
beg
your
indulgence
for
the
next
11
slides.
I
will
briefly
dive
a
little
deeper
into
some
projects
of
merit
that
tax
dollars
are
being
used
to
complete
and
the
ada
county
folks
and
the
public
might
be
interested
in
I'll
be
quick.
I
promise
capital
projects.
The
new
39
000
square
foot
coroner's
office
is
a
state-of-the-art
facility
and
will
have
a
chilled
beam
hvac
system
and
complete
building
emergency
generator
backup.
P
The
new
coroner's
facility
is
designed
to
be
a
50-year
solution
for
the
citizens
of
eda
county
and
also
will
serve
as
a
regional
facility
for
most
of
the
state
of
idaho,
smaller
counties,
project
foundations
and
finished
floor
slabs
are
being
placed
as
we
speak
schedule.
Completion
is
for
mid-october,
2023.
P
Ada
county
jail,
epod
expansion,
project
design
is
75,
complete
project
will
add,
53
500
new
square
feet,
292
beds
to
jail
capacity,
10
000
square
feet
to
storage
capacity
and
upgrade
existing
facility
infrastructure
to
the
public
safety.
Complex
infrastructure
projects
are
pretty
self-explanatory
projects
underway
at
the
public
safety
building,
complex
totaling,
almost
1.4
million
dollars
are
the
ccu
generator
replacement,
front
entry
and
stair
replacement
jail.
Chiller
replacement
and
boiler
replacement.
P
P
P
Security
upgrade
projects
continue
with
standardization
of
access,
control
and
security
cameras
across
all
county
facilities.
These
projects
are
scheduled
to
continue
until
all
county
buildings
have
genotech
access,
control
and
security.
Camera
video
integration,
court,
courthouse
security
upgrade
has
been
completed
and
operations
is
concurrently,
working
on
courthouse
j-2.
That's
the
basement,
holding
sell
area
400
benjamin
and
ems
security
upgrades
totaling,
almost
1.7
million
dollars.
P
P
Finally,
arpa
arpa
arpa,
in
addition
to
general
fund
projects,
operations,
is
constructing
projects
using
the
american
rescue
plan,
act
or
opera,
federal
funding
and
barbara
park
pathways
and
bridges.
Forest
loop
project
is
located
at
barbara
park
and
consists
of
removing
existing
asphalt
and
a
quarter
mile
trail
loop
and
will
install
stay
lock.
Pathway,
materials
in
place
of
asphalt,
also
included
in
this
project,
is
the
removal
and
replacement
of
two
undersized
bridges.
P
Expo
idaho
horse
barn,
the
deteriorating
horse
stables
were
built
some
time
ago
in
an
area
designated
as
floodway
for
the
boise
river.
In
an
effort
to
protect
the
boise
river
from
a
potential
flood
hazard
and
a
flood
event,
the
horse
barns
will
be
removed
and
the
area
is
stabilized
from
future
erosion
and
runoff
to
the
river.
P
Expo
idaho
re-roof
project
will
address
insulation,
decking
hvac
curbing
will
remove
old
asphaltic
roof
materials
and
replace
with
pvc
rolled
roofing
system
on
both
turf
club
and
main
expo
buildings
ring
bell
pathway
project.
This
project
is
located
on
a
1.64
mile
segment
of
the
green
belt
pathway
on
the
south
side
of
the
boise
river,
between
garden
city's
western
boundary
and
the
city
of
boise's
waste
water
treatment
facility.
P
Finally,
the
juvenile
detention
outdoor
recreation
area
project
will
increase
limited
outdoor
recreation
space
and
create
opportunities
for
juvenile
detainees.
Primary
goal
of
this
project
to
is
to
expand
and
improve
access
to
available
green
spaces.
Add
a
new
basketball
court
and
install
a
permanent
shade
canopy
any
questions
on
those
projects.
I
know
they
were
long
and
plenty,
but
I
thought
it
would
be
important
to
get
them
all
in
okay.
The
reason
for
the
season
operation
budget
numbers
the
last
fully
documented
budget
year
is
fy21
operations.
P
Responsibilities
are
many
and
again
include
new
construction,
remodeling,
building
maintenance
of
all
types
and
scopes:
utility
billing,
janitorial
services,
security,
parking
management,
recycling,
mail
service
and
personnel
to
provide
these
services.
The
usage
of
actual
funding
for
fy22
is
still
in
play
and
will
be
very
similar
to
fy21
expenses,
except
for
the
security
line
item
that
has
now
been
transferred
to
the
county
sheriff's
office.
The
actual
expenditures
in
fy21
were
just
under
12.7
million
dollars.
P
P
The
four
positions
requested
in
order
of
need
are
senior
project
manager.
This
position
will
balance
the
management
structure
and
operations
due
to
the
increasing
number
of
projects.
The
senior
project
manager
will
oversee
three
project
managers
and
all
construction
and
maintenance
projects
signed.
This
position
will
report
to
the
director
and
deputy
directors.
Duties
will
include
project
assignments,
project
status
and
financial
reporting.
P
The
senior
project
manager
will
mirror
the
organizational
structure
that
we
currently
have
for
the
maintenance
manager
and
maintenance
personnel,
journeyman,
electrician,
journeyman,
hvac
and
painter.
The
three
positions
will
allow
operations
to
complete
more
projects
in-house
getting
contractors
to
bid
or
show
interest
in
small
projects
is
becoming
very
problematic
and
when
they
do,
projects
are
very
high.
P
P
Operations
in
human
resources
work
together
to
perform
a
market
salary
analysis
of
our
very
critical
department
positions.
We
have
been
having
problems
recruiting
skilled
personnel
and
trying
to
stabilize
our
current
workforce
with
special
salary
adjustments.
We
cannot
afford
to
lose
any
of
our
current
skilled
employees.
P
P
This
will
be
easier
to
track
and
calculate
waste
structure,
structures
for
both
operations
and
hr
departments.
No
additional
funding
is
required
for
this
request.
Internal
operating
budget
efficiencies
will
be
used
to
cover
the
additional
costs
and
does
not
include
any
of
the
three
percent
operational
and
capital
fy
23
increases
total
cost
193
226.
P
P
P
The
majority
of
operations
remaining
supplemental
requests
can
be
directly
connected
to
inflationary
pressures,
contracts
with
service
industries
and
utility
price
increases.
We
did
receive
a
three
percent
operating
budget
increase
that
will
help,
but
operations
have
absorbed
some
of
these
prices.
In
our
current
fy
22
budget,
the
inflation
rate
for
may
is
8.6
and
we
are
experiencing
pass-through
expenses
as
a
cost
of
doing
business.
P
P
P
We
are
required
to
forecast
costs
a
year
or
more
in
advance
for
future
budgets.
Estimating
projects
so
far
in
advance
of
receiving
contractor
construction
bids
is
tough,
even
in
a
somewhat
more
stable
economy.
However,
we
are
partnering
with
the
clerk's
office
procurement
and
legal
to
present
solutions
and
strategies
to
the
board
of
county
commissioners
that
will
keep
projects
moving
forward
and
ensure
opportunities
are
not
missed.
P
Operations,
budget
for
fy
22
was
approximately
13.7
million
and
we
are
anticipating
expenditures
of
over
15.2
for
fy23.
This
budget
represents
very
tight
margins
for
the
risk
this
department
takes
on
every
year.
We
need
and
spend
what
we
ask
for
and
are
good
stewards
of
our
budget
allocation.
There
have
been
discussions
currently
in
the
past
budgets
of
departments
turn
back
of
unused
revenue
at
the
end
of
fiscal
years.
P
Operation
business
requirements
are
such
that
we
use
any
savings
to
cover
unknown
risks,
emergencies
and
additional
requests
by
leadership,
offices
and
departments.
Some
risks
that
we
deal
with
are
equipment,
failures,
utility
increases,
that's
power,
gas,
water
and
sewer
emergencies,
and
now
severe
inflation
with
almost
all
goods
and
services.
What
we
could
do
with
our
fy
20
budget
expenses
would
now
cost
almost
six
hundred
thousand
dollars
more
today.
P
P
P
P
P
Supplemental
number:
three
for
ground
maintenance,
increasing
increased
costs
of
114
715
contract
bid
amounts
even
with
competitive
bidding,
have
significantly
increased
for
maintenance
contracts,
starting
in
fy
23.
The
cost
of
doing
business
with
workforce
demands
inflationary
pressures
and
requiring
additional
funding
to
keep
pace.
P
P
Supplemental
requests,
number
five
and
six
are
on
behalf
of
both
the
operations
and
I
t
departments
this
service
agreement
with
compunet
will
assure
maintenance
is
continued
for
all
genotech
security
and
cisco
audio
visual
hardware
and
software.
This
is
especially
important
for
courtrooms
that
have
a
mix
of
equipment
and
will
ensure
we
have
quick
response
to
any
hardware
and
software
issues
with
court
hearings.
P
Supplemental
request.
Number
six
is
for
a
surface
agreement
with
audio
solutions
again
on
behalf
of
both
the
operations
and
I.t
departments.
That
will
assure
maintenance
and
services
continue
for
all
by
amp
audio
equipment,
the
courtroom's
hearing
rooms
and
some
meeting
rooms
all
have
the
same
suite
of
bi-amp
and
cisco
room
kits
installed.
Quick
responses
are
imperative
for
any
hardware
software
issues
that
impact
legal
hearings.
We
want
to
keep
the
judges
as
happy
as
we
can
total
request
for
this.
County-Wide
service
agreement
is
69
dollars.
P
Supplemental
request:
number
seven
is
for
increased
cost
of
ellerton
direct
digital
controls,
that's
ddc
service
and
support
agreement.
Ddc
systems
control,
most
of
our
hvac
equipment
operations,
has
absorbed
the
cost
and
never
formally
budgeted
for
this
expense.
In
past
fiscal
years,
this
agreement
has
increased
in
cost
by
twelve
thousand
dollars
for
fy23,
and
we
are
requesting
thirty,
seven
thousand
three
hundred
fifteen
dollars
to
cover
the
total
agreement
costs.
P
Supplement
number
eight
for
increased
deferred
maintenance
costs
are
due
again
to
inflationary
supply
chain
and
labor
cost
escalations.
This
is
preventing
operations
from
adhering
to
the
plan,
equipment
and
systems
end
of
useful
life
replacement
schedule
that
our
70
820
fund
is
used
for
with
long
lead
times
from
placement
of
order
to
equipment
delivery.
It's
very
important
that
operation
stays
ahead
of
hvac
equipment,
roofing
and
other
infrastructure
replacements
prior
to
failure.
If
something
fails,
then
we
have
to
wait
24
weeks
for
a
replacement
unit.
We
don't
want
to
be
in
that.
P
Position:
it's
not
all
bad
news
out
there.
I
believe
the
budget
outline
from
the
auditor's
office
this
year
asked
what
would
happen
if
supplemental
requests
went.
Unfunded
operations
is
always
thinking
outside
the
box
with
solutions
and
options.
Here
are
some
old
school
solutions
and
self-performing
options
that
would
require
some
help
from
other
departments.
P
To
recap:
our
additional
budget
requirements:
supplemental
requests
are
one
million
five
hundred
and
twenty
four
thousand
eight
hundred
and
seventy
eight
dollars
extraordinary
requests.
None
capital
improvement,
requests,
none
total
budget
review
for
fy23
personnel
budget,
5.5
million
operating
budget,
6.6
million
capital
budget,
3.2
million,
all
in
budget
for
fy23
15
million
two
hundred
and
sixty
eight
thousand
seven
hundred
ninety
seven
dollars.
P
Operation
staff
is
our
strength
and
we
need
to
retain
and
recruit
skilled
workers
to
provide
the
highest
quality
service
in
a
responsive
and
effective
manner.
I
would
like
to
thank
my
very
talented
and
dedicated
staff
that
gets
all
the
work
done
for
ada
county
operations.
Department
successes
are
directly
dependent
upon
our
staff
and
resources
allocated
to
do
so
again.
We
thank
the
board
of
county
commissioners,
elected
officials
and
all
ada
county
departments
for
their
continued
support,
interest
and
assistance
in
our
successful
mission
accomplishment.
A
Yeah
you've
got
a
you've,
got
a
an
aggressive
agenda
and
an
aggressive
budget
and
obviously
you've
gone
through,
and
that's
the
need.
Do
you
think
that
you're
determined
the
county's
needs
for
for
your
service
and
for
the
service
of
the
department?
Can,
mr
any
commissioners
have
any
questions?
First,.
B
L
B
B
B
P
Keep
the
boat
from
sinking
right
now,
if
you
want
the
same
level
of
projects
that
we've
been
able
to
tackle
in
past
fiscal
years,
the
funny
thing
about
budgets:
it's
not
just
a
one-way
street
and,
as
you
remember
two
budgets
ago,
we
cut
our
budget
once
this
economy
deflates
and
gets
back
to
reality.
We
could
look
at
cutting
our
budget
back.
Some
like
we
did
in
past
budgets,
but
right
now
just
to
maintain
parity
and
give
the
level
of
service
that
ada
county
has
become
accustomed
to.
B
P
B
No,
I
think
that's
that's
wise.
I
don't
have
any
questions.
I
just
really
want
to
express
my
gratitude
and
appreciation
to
you
and
your
team.
You
guys
with
the
small
team,
we're
doing
a
lot.
I
know
we
ask
a
lot
and
we're
going
to
be
putting
more
on
your
plate
with
our
arpa
meetings
coming
up
and
more
opera
projects.
So
just
let
us
know
when
you
are
in
the
park
arpa,
what
corporate.
P
B
M
M
M
M
What
are
some
of
our
accompli
accomplishments
for
fy22?
Well,
aside
from
those
two
perfect
inspections,
I'd
also
like
to
point
out
the
purchase
of
a
new
d8t
trash
bulldozer
that
is
specifically
a
designed
to
work
in
trash.
It
has
really
improved
our
efficiency
on
the
active
working
face,
as
well
as
our
730
dump
truck
for
construction
projects.
M
I
would
also
like
to
point
out
our
internal
promotions
that
we
had
for
our
operations
manager,
justin
mcconnell,
who
is
sitting
right
back
there
and
also
our
environmental
compliance
manager.
Dustin
toledo,
whom
you
both
met,
and
we've
also
striven
this
year
to
improve
our
communication
between
our
management
team
and
our
frontline
staff,
to
just
make
things
a
little
bit
better
and
make
sure
that
all
of
our
operators
and
all
of
our
staff
understand
their
importance
to
the
job
at
the
landfill.
M
M
Our
capital
expenses
for
this
year
are
five
million
two
hundred
and
seventeen
thousand
one
hundred
and
forty
four
dollars.
They
include
all
the
following.
What
you
saw
in
those
cips
are
the
demolition
of
our
hangar
building,
which
is
a
very
old
building
on
site,
with
the
construction
of
our
new
combined
operations
and
administrative
building.
M
This
is
renovation,
exhibits,
yeah,
site
redesign.
This
is
a
whole,
a
bevy
of
things
associated
with
that
yeah
perimeter,
odor
detection.
What
is
very
important
to
us
as
being
good
neighbors
to
the
community
around
us.
We
do
get
odor
complaints,
one
oftentimes.
We
have
difficulty
in
determining
where
that
odor
has
emanated
perimeter.
M
Odor
detection
will
actually
enable
us
to
see
and
monitor
if
any
gas
is
actually
leaving
the
perimeter
of
the
landfill
we'd
like
to
have
that,
so
we
can
pinpoint
where
it's
coming
from
and
how
to
best
eliminate
it
that
rain
sheet
installation
installation.
I
don't.
I
want
to
keep
saying
installation
installation
that
is
to
cover
all
the
areas
of
the
landfill
that
directly
inject
into
the
leachate.
So
we
would
be
covering
the
north
slope
of
stages.
M
One
and
two
we'd
be
covering
the
inflow
slopes
on
the
which
are
on
the
south
side
of
the
landfill
areas.
Really
we
try
to
cover
everything
that
we're
not
actively
working
on
or
does
not
have
what
is
considered
intermediate
cover
on
it,
so
that
would
prevent
infiltration
of
water
really
through
any
everywhere
other
than
the
active
working
face
of
the
landfill.
M
The
solar
and
wind
power
was
a
supplemental
that
we
put
into
our
combined
operations
and
administrative
building.
It
just
seemed
like
a
good
thing
to
do
to
reduce
costs
and
show
that
the
landfill
is
more
environmentally
friendly
and
then
just
a
place
to
have
trash
buried
and
have
some
recycling
occur.
M
The
automated
gas
field
management
system
is
a
way
to
decrease
the
amount
of
staff
hours
that
it
takes
to
change
our
our
well
system
around
one
of
the
one
of
the
duties
we
have
at
the
landfill
is
to
monitor
and
continue
to
extract
gases,
as
it's
created
from
both
the
hidden
hollow
cell
and
the
nrc,
and
one
of
the
things
we
have
to
do
is
make
sure
that
gas
is
within
compliance
for
how
it
comes
out.
So
we
have
multiple
staff
who
go
through
and
change
wellheads
and
make
adjustments.
M
And,
finally,
as
you
know,
we've
been
working
on
a
alternative
daily
foam
cover
project.
We
wanted
to
include
we
wanted
to
include
the
funding
to
to
purchase
that
foam
in
our
upcoming
fiscal
year.
We
are
hoping
that
the
program
is
successful
and
on
the
off
chance
that
it
is,
we
wanted
to
make
sure
we
had
that
funding.
So
we
could
continue
to
use
the
foam
in
next
fiscal
year.
M
So
what
are
some
new
things
you'll
be
seeing
in
next
fiscal
year?
One
of
the
big
ones
will
be
a
new
reporting
structure
of
the
landfill,
we're
trying
to
create
more
field
leadership
and
a
more
more
durable
structure
so
that
our
frontline
employees
feel
like
they're,
supported
in
their
daily
activities
and
understand
their
value.
So
we
want
to
make
sure
that
what
is
going
on
is
durable
and
in
the
unlikely
event
that
upper
management
changes
occur.
M
We
can
take
material
that
is
non-contaminated,
clean
soil
and
add
that
to
our
diversion
so
as
not
to
have
to
bury
that
material
either
and
finally,
as
our
tower
project
continues,
which
you
saw
on
the
operations
slideshow
once
we
get
that
why
that
wireless
net,
all
throughout
the
landfill,
we'll
be
able
to
finally
fulfill
our
ticket
verification
modification.
So
if
it,
if
a
person
comes
to
the
landfill
and
says
they
have
pro
product
a
and
and
they
want
to
dump
it
over
here
well,
we
can
verify
that
and
modify
their
ticket
as
necessary.
M
M
That
is
also,
ironically,
exactly
how
much
we
intend
to
get
in
revenue
that
is
based
on
a
forecast
of
627
038
tons,
which
may
seem
like
a
lot,
but
right
now
we're
on
pace
to
get
611
000
through
the
end
of
this
fiscal
year.
That
is
broken
down
into
a
personnel
budget
of
three
million
five
hundred
and
forty
eight
thousand
eight
hundred
and
sixteen
dollars
an
operation,
an
operating
budget
of
nine
million,
six
hundred
and
twenty
four
thousand
nine
hundred
fifty
seven
dollars
and
a
capital
budget
of
five
million.
M
As
you
know,
we
are
an
enterprise
fund,
so
the
vast
majority
of
our
revenue
comes
from
those
tipping
fees,
it's
trash
that
is
coming
into
the
landfill.
That's
why
I've
specifically
mentioned
those
627,
some
odd
thousand
tons.
Ninety-Seven
percent
of
our
revenue
does
come
from
those
tipping
fees
and
the
other
little
tiny
bit
excel.
M
The
personnel
budget
we're
asking
for
for
this
year
is
three
million
five
hundred
and
forty
eight
thousand
eight
hundred
and
sixteen
dollars.
Our
current
staffing
budget
is
two
million
nine
hundred
eighteen
thousand
seven
hundred
and
eleven
you'll
notice.
There's
that's
an
addition
of
six
hundred
and
thirty
thousand
one
hundred
and
five
to
cover
eight
new
positions.
M
And
with
bruce
coming
up
and
really
helping
out
recently,
he
and
I
have
done
of
some
additional
analysis
of
exactly
what
was
needed.
Unfortunately,
this
was
done
after
our
pbs
submission,
so
we
are
looking
to
also
make
an
additional
budget
request
that
we
was
discussed
that
will
cost
us
approximately
375
000
these.
M
These
requests
that
we're
working
on
right
now
are
currently
under
review
by
human
resources,
we're
in
discussions
with
legal
human
resources
and
the
auditor's
office
regarding
the
wages
for
these,
the
need
for
these
and
overall
just
how
we
can
get
them,
and
we
will
have
a
final
presentation
of
this
request
for
you
during
the
current
budget
deliberation
season.
It's
not
quite
ready
for
prime
time
right
now,
just
because
the
wages
are
still
getting
reviewed,
but
it
will
be
ready
for
you
still
during
budget
deliberations.
M
Now
you
may
be
asking
yourself
what
were
those
eight
new
positions
on
that
first
pbs
slide
and
those
are
four
heavy
equipment
operators.
These
will
help
us
reduce
the
need
to
drive
wheeled
vehicles
onto
trash.
What
we're
looking
for
is
just
getting
two
for
each
of
our
shifts
and
having
them
be
able
to
just
assist
with
tasks
of
spreading
dirt
and
getting
more
material
done
and
just
doing
the
additional
work.
That
is
we're
a
little
bit
stretched
to
do
right
now.
M
These
will
also
allow
our
employees
to
be
able
to
get
sick,
take
days
off,
have
vacation
and
not
have
to
worry
about
the
stress
they're
causing
to
their
fellow
employees,
by
putting
by
reducing
staff
and
having
a
short-handed
crew
have
to
handle
what
they're
doing
normally
three
environmental
operators.
These
are
due
fully
to
the
new
epa
regulations
in
subset:
zero,
zero,
zero,
I
mean.
Excuse
me,
it's
not
zeros.
M
We,
the
number
of
service
emission
points
that
have
to
be
monitored,
went
from
around
500
and
jumped
all
the
way
up
to
1200,
and
these
people
needed
just
to
be
able
to
keep
up
with
those
regulatory
requirements
and
then
finally,
one
landfill
operator
to
join
our
construction
side.
A
big
part
of
getting
all
that
additional
tonnage
is
the
fact
that
the
landfill
is
expanding
faster
and
the
need
to
dig
and
create
our
horizontal
gas
collection
lines
has
gone
up
and
we
need
additional
construction
staff
to
help
us
achieve
those
goals.
M
With
all
that
personnel
ask
you're,
probably
wondering
what
we
hope
to
get
out
of
that,
and
I'd
like
to
go
over
that
specifically
with
you.
Our
biggest
goal
is
to
keep
up
with
the
increased
demand
on
the
landfill.
With
the
tonnage
that's
coming
in
now
was
no,
no
one
ever
anticipated
this
kind
of
tonnage
this
quickly
and
we
are
just
as
more
tons
come
in.
We
need
more
people
to
handle
that
tonnage
that
comes
in.
M
We
also
want
to
be
able
to
create
a
durable
structure
to
support
our
operators,
as
I
mentioned
earlier,
so
that
they
feel
that
what
they're
doing
is
important
and
they're
supported
in
case
something
does
go
wrong
and
they
need
some
help.
We
would
also
like
to
be
able
to
do
more
of
our
own
construction
in-house.
Mr.
M
We
would
just
want
to
have
a
layer
of
leadership
in
the
field
leadership
so
that,
if
something
happens
during
work
during
the
day,
it's
there's
someone
they
can
just
immediately
go
to
if
they
have
a
question
about
a
technique
for
you
know.
Why
are
we
packing
this
in
this
this
direction?
Why
is
our
slope
grade
going
to
go
like
this
instead
of
like
this?
It's
just.
M
M
Understood:
okay,
thanks,
you
may
remember:
we
just
had
to
bid
out
our
top
soil
stripping
project.
We
would
like
to
have
enough
staff
to
be
able
to
do
those
projects
ourselves
and
not
have
to
outsource
things
like
topsoil,
stripping
or
doing
rock
removal,
any
sort
of
our
our
smaller
construction
projects
like
that
we'd
like
to
be
able
to
handle
in-house
and
have
the
staff
to
do
it
we'd
also.
M
We
also
have
a
bunch
of
equipment
that
we
have
leased
and
have
bought
and
we'd
like
to
be
able
to
maintain
that
and
a
big
part
of
our
personnel
request
is
adding
mechanics
to
our
staff.
We've
got
lube
text
right
now,
we'd
like
to
change
that
around
to
having
mechanics
that
can
also
lubricate
vehicles
and
do
associated
preventative
maintenance
on
them,
and
then
lastly,
we'd
like
to
have
staff
to
support
those
additional
diversion
goals
that
we've
talked
to
any
place.
M
M
That
is
to
do
the
daily
runnings
of
running
a
landfill
digging
horizontals,
which
you'll
see
in
that
upper
left
working
on
stage
four,
which
is
coming
next
fiscal
year
that
range
sheet
installation,
which
is
that
middle
picture
that
we'll
be
putting
more
of
that
range
sheet
back
in
well.
Monitoring
and
maintenance,
which
is
the
picture
in
the
upper
right
hand,
corner
and
then
gas
testing
field
maintenance.
All
of
the
work
on
our
water
and
gas
wells,
which
is
the
bottom
right
hand,
corner
picture.
M
I
wanted
to
go
down
how
our
capital
is
broken
down.
Just
so
you
understand
where
I'm
trying
to
put
all
that
money.
Two
percent
of
that
is
going
into
vehicle
purchases
for
the
upcoming
year
about
16
of
that
is
going
to
capital
improvements,
which
are
things
such
as
wellheads,
getting
raised
up
above
ground
or
range.
B
L
M
We
would
like
to
we'll
we're
going
to
kind
of
appraise
and
we'd
like
to
actually
be
able
to
move
money
in
there
every
single
month
and
have
that
go
over,
but
we're
not
sure
exactly
how
much
it'll
be
each
month.
So
we
wanted
to
put
in
a
safe
amount
that
we
will
absolutely
move
in
at
the
at
once
per
year.
M
Yes,
we,
yes,
actually,
we
are,
we've
talked
to
them
a
little
bit
about
it,
but
we're
trying
to
get
on
a
handle
on
what
they
think
tipping
fees
should
be.
First,
we
know
what
we
we
know,
what
we
need
and
we're
trying
to
make
sure
that
they
understand
why
we
need
it
and
and
what
seems
right
to
them.
That's
the
roadblock
we've
had
with
swac
so
far.
Is
that
getting
agreement
on
where
they
think
tipping
fees
should
be
for
each
commodity
type,.
B
M
We
haven't
had
conversations
about
that
exact
cost,
but
we've
had
conversations
about
the
need
for
education
and
boise,
and
meridian
are
two
cities
that
are
very
on
board
with
that
and
think
that
it's
just
the
greatest
thing
thing
going
eagle
star
have
been
a
little
bit
more
ambivalent
to
it.
They
think
it's
a
good
idea,
but
they
haven't
really
had
any
big,
yes
or
no's
to
it
and
garden
city
has
doesn't
seem
to
care
at
all.
B
Well,
I
think
I'm
a
little
bit
concerned
here
because
before
it
comes
to
us
in
the
budget
for
a
thumbs
up
or
not,
most
of
these
are
thoroughly
vetted
by
swac
and
I
don't
want
us
to
be
in
a
position
where
we're
saying
yeah
we're
going
to
spend
1.8
million,
and
then
we
bump
up
tipping
fees,
and
this
really
hasn't
been
thoroughly
vetted
with
the
with
the
swac
team.
So
I'm
going
to
ask
that
we
kind
of
put
a
circle
around
that
1.8
million
on
the
education
center.
It's
a
hefty
price
tag.
B
G
A
B
M
B
D
B
D
B
M
It
would
first
require
asbestos
remediation,
and
that
was
we
thought
that
was
a
relatively
low
cost,
but
theoretically
we
could,
but
we
definitely
have
to
get
it
remediated
before
we
could.
We
don't
have
a
lot
of
good
demolition,
we're
more
into
the
building
digging
holes
and
putting
things
in
them.
Not
a
lot
of
good
tear
down
equipment.
B
B
Let's
have
one
more
follow-up
question:
are
you
kind
of
tracking
where
we're
at,
in
terms
of
when
we
took
christian
pack
in
house
and
the
estimates
of
the
time
that
we
were
going
to
save
about
6
million
over
the
term
of
the
contract
that
when
we
got
the
bid
that
came
in
it
was
high
and
that's
when
we
made
that
decision
now
with
all
the
additional
vehicles
you
have
to
purchase
etc?
Are
we
doing
any
kind
of
analysis
on
that
ongoing
analysis
on
whether
it
behooves
us
to
continue
to
keep
it
in-house.
O
O
I
know
they're
keeping
close
eye
on
that,
but
just
the
acquisition
of
any
new
land
in
the
future
right,
because
one
of
the
things
that's
being
tracked
is,
as
you
alluded
to
right,
is
it's
filling
faster
than
we
ever
than
any
estimates
ever
predicted
right.
Even
with
recent
evaluations,
it's
still
you're
getting
more
construction,
material
and
other
things,
and
so
kathleen.
O
M
B
M
A
H
Despite
all
that
growth,
our
office
had
stood
at
standstill
in
terms
of
personnel,
technology
and
innovation,
and
thanks
to
your
support,
we've
been
able
to
address
those
concerns,
and
I
look
forward
to
sharing
with
you
today.
The
progress
we've
made
first
I'll
begin
by
sharing
a
little
bit
about
our
office
and
the
service
we
provide
to
the
community.
H
This
ordinance
requires
all
residences
in
ada
county
to
have
weekly
trash
removal
and
it
obligates
our
office
to
ensure
that
services
provided
for
each
household.
The
primary
function
of
our
office
is
to
handle
accurate
and
timely
bill
generation
and
payment
processing
for
residential
and
commercial
solid
waste
services
in
unincorporated
county.
H
We
are
responsible
for
maintaining
an
up-to-date
and
accurate
billing
database,
collecting
accounting
for
all
those
customer
payments
and
making
sure
the
landfill
and
the
contracted
waste
holler
are
paid
timely.
We
also
serve
as
an
intake
center
for
customer
service
questions
and
concerns
related
to
solid
waste
collection,
and
we
try
to
engage
and
educate
these
individuals
on
county
initiatives,
projects
and
programs.
H
H
Who
we
are,
we
are
in
a
mission
to
provide
exceptional
trash
and
recycling
services
at
an
affordable
price
that
protects,
preserves
and
improves
the
environment
and
the
quality
of
life
in
our
community.
Our
vision
is
to
enhance
customer
service
by
bringing
together
people
technology
and
we
value
accountability,
efficiency,
innovation
and
teamwork.
H
H
Next,
we
plan
to
increase
coordination
among
other
county
departments,
specifically
the
landfill
local
cities,
schools,
neighborhoods
and
trash
haulers
to
support
new
diversion
projects
and
our
existing
waste
management
system.
Currently,
we
already
provide
education
on
things
such
as
fall
leaf
collection,
christmas
tree
recycling,
proper
battery
disposal
and
orange
bag
recycling
and
then
further
down
the
road
I'd
like
to
see
us
establish
a
more
formal
way
of
gauging
customer
satisfaction,
perhaps
through
an
annual
customer
satisfaction
survey.
H
In
the
top
right
hand,
corner
you'll
see
a
picture
of
andy
driver
andy.
He
takes
care
of
his
customers
with
passion
day
in
and
day
out,
especially
the
children
included
in
the
picture
is
sullivan
and
his
family.
On
his
fourth
birthday
hanging
out
with
his
idol,
andy
and
sporting
new
hardened
swag
in
the
bottom
right
hand,
corner
you'll
see
a
picture
of
another
driver
by
the
name
of
jose
his
customer
says
the
following.
H
Our
driver
has
on
many
occasions
seen
that
our
trash
was
not
out
and
waited
a
few
moments
until
we
could
bring
it
to
the
curb.
Mostly
last
year
and
a
couple
times
this
year,
we've
been
putting
it
out
the
night
before
more
consistently
now
and
he
always
waves
to
my
kids
as
they
wave
excitedly
out
the
window.
Thank
you
down
on
the
bottom.
You'll
see,
jolie,
pictured
and
mom
says
garbage
day
is
a
huge
deal
at
our
house.
Every
week,
as
the
garbage
ban
comes
around
the
corner,
jolie
runs
out
to
watch
him.
H
She's
done
this
for
a
little
over
a
year
now
and
they
usually
wave
to
each
other,
and
sometimes
he
even
hunks
the
horn
for
her
big
excitement.
When
that
happens
today,
she
got
an
extra
special
gift
from
the
garbage
man.
He
took
the
time
to
stop
his
route
and
give
her
her
very
own
heart
and
sanitation
vest.
This
was
such
a
cool
surprise
and
so
special
thank
you
for
making,
or
thank
you
so
much
to
scott
at
heart
and
sanitation
for
making
our
daughter's
day.
H
She
will
be
sure
to
wear
every
garbage
day
since
implementation
of
our
live
chat
service.
On
our
website,
we've
responded
to
244
total
chats
receiving
a
five-star
chat
rating
based
on
responsiveness,
knowledge
and
friendliness.
We've
been
able
to
respond
to
quick
inquiries
for
broken
wills,
replacement,
carts,
extra
cart,
orders,
recycling
questions,
how
to
set
up
automatic
payments
redirecting
a
customer
if
we
don't
provide
their
trash,
one
customer
writes
she
was
wonderful
and
came
to
a
resolution
very
quickly.
While
another
customer
writes
super
easy
and
excellent
to
work
with.
H
H
This
is
starting
to
decrease
the
number
of
incorrect
interactions
we
receive,
which
helps
free
up
our
staff
time
next
is
office
space.
Our
team
used
to
be
in
a
very
confined
closet-sized
space
within
the
courthouse
which
did
not
adequately
house
needed
staff,
computer
equipment,
our
mail,
opener,
the
scanner
and
jogger.
We
used
to
process
all
of
our
payments
and
supply
storage.
H
H
We
are
grateful
to
the
clerk's
office,
the
operations
team
and
the
it
team
for
assisting
with
this
move.
More
importantly,
we're
extremely
grateful
to
the
staff
at
indigent
services
and
the
board
of
community
and
guardians
who,
I
feel
welcomed
us
with
open
arms
and
included
us
in
their
employee
recognition.
Events
which
has
helped
my
small
team
feel
be
part
of
a
bigger
thing
here.
At
the
county
staffing
levels,
staffing
has
been
our
biggest
accomplishment.
Thanks
to
your
support.
In
total
customer
touch
points
we've
seen
an
increase
of
43
from
fy18
to
fy21.
H
We
have
a
lot
of
moving
parts.
Each
day,
staffs
interacting
with
title
companies,
property
management
companies,
their
owners
and
their
tenants
prior
to
you
proving
a
new
position.
The
combination
of
static
staffing,
with
increased
account
and
customer
interactions
led
to
a
situation
in
which
all
of
our
staff
are
spending
a
majority
of
the
time
on
customer
service
and
pulling
them
away
from
their
specific
responsibilities
and
roles
which
are
critical
to
the
excess
of
our
office.
H
Once
we
completed
that
relocation,
we
had
space
to
bring
on
a
new
position,
and
since
january,
we've
brought
on
a
new
finance
system
specialist
which
replaced
somebody
that
retired,
so
we've
onboarded
and
trained
him,
and
we
also
brought
on
a
full-time
customer
service
specialist,
which
is
the
new
position
you
guys
approved
last
year.
That
person
is
being
trained
on
assisting
with
the
influx
of
customer
interactions
and
that
creates
that
opportunity
for
specialized
staff
to
focus
on
critical
financial
tasks
and
the
manager
to
focus
on
strategic
projects
to
improve
the
program,
create
efficiencies
and
cost
savings.
H
In
fy
21,
we
did
receive
40
000
in
grant
funding
from
keep
america
beautiful
for
the
implementation
of
the
hefty
energy
back
program.
At
that
time,
we
sent
out
a
one-time
voucher
to
all
residential
customers
with
their
bill,
which
was
good
for
one
package
of
hefty
energy
bags.
Although
many
customers
did
redeem
those,
we
still
had
about
thirteen
thousand
nine
hundred
fifty
dollars
of
unspent
grant
funding
which
we
were
able
to
roll
over
into
this
current
fiscal
year.
H
H
We
are
scheduled
to
launch
this
new
portal
on
july
1st
of
this
year.
The
last
accomplishment
I'd
like
to
highlight
is
hybrid
working.
During
covet,
our
team
was
able
to
operate
by
working
a
hybrid
schedule.
If
your
role
within
our
office
and
the
tasks
you
are
responsible
for
still
meet
operational
need,
we
continue
to
offer
employees
the
option
to
work
remotely
two
days
a
week
unless
there's
a
need
that
arises
for
them
to
physically
be
in
the
office.
H
If
an
employee
feels
unwell,
they're
more
likely
to
keep
working
from
home
if
they
don't
have
to
get
ready
and
travel
or
spread
something
to
their
co-workers.
We've
experienced
several
occasions
when
employees
working
in
the
office
had
to
step
outside
because
of
a
power
outage
or
fire
alarm,
and
they
became
unavailable
to
staff
at
that
time,
but
because
we
still
had
people
working
remotely,
there
was
no
interruption
to
customer
service.
It's
also
allowed
for
certain
employees
to
work
after
hours
when
needed
to
process
our
month
end
our
month
end
and
our
monthly
quarterly
billing.
H
Okay,
now
we're
going
to
get
into
total
budget
request.
Trash
billing
is
a
self-supporting
enterprise
fund.
Therefore,
no
tax
dollars
are
allocated.
99.2
percent
of
revenue
is
made
up
of
billing
receipts,
while
only
0.6
is
made
up
from
certification
fees
for
unpaid
balances
that
are
certified
to
the
property
tax,
roll
and
0.2
percent
is
made
up
from
investment
interest
in
terms
of
expenses.
95.4
percent
of
the
budget
is
made
up
of
operating
capital,
while
only
4.6
is
for
personnel.
H
H
each
year
we
add
approximately
800
to
900
new
customer
accounts
which
drives
both
that
increase
in
expense
and
revenue
for
fy23
we're
requesting
a
total
of
six
million
nine
hundred
twelve
thousand
four
hundred
and
seventy
two
dollars
with
revenue,
equaling
expense.
There
are
no
supplemental
requests,
no
extraordinary
operating
expenses
and
no
capital
improvement
programs.
H
We
were
asked
to
identify
expenses
which
remained
flat
where
we've
implemented
savings
and
where
we're
seeing
increases
legal
services,
postage
and
typical
fees
remain
level,
even
with
additional
accounts,
we're
promoting
automatic
payments
and
electronic
statements,
which
is
why
you
don't
see
postage
listed
as
an
increase.
We
worked
with
the
landfill
to
identify
a
budget
number
for
tipping
fees,
this
coming
fiscal
year
and
there's
indication
to
keep
it
level
at
this
time.
H
Areas
we're
seeing
savings
are
administrative
costs,
computer
and
equipment
software
and
personnel.
Last
year,
we
converted
a
lot
of
our
paper
processes
and
forms
to
electronic
which
has
saved
office
supplies,
printing
postage
and
staff
time
right
now.
We
do
have
all
the
needed
computer
equipment
and
software,
so
we
were
able
to
budget
a
little
less
this
coming
year.
We
also
had
a
longtime
county
employee
retire,
which
contributed
to
savings
and
personnel,
even
with
the
addition
of
the
new
position
to
best
understand
our
request.
It's
directly
connected
to
the
growth
of
our
area
for
our
office.
H
That
means
an
increase
in
number
of
households,
accounts,
revenue
and
customer
touch
points.
We've
assessed
the
need
for
roughly
380
796
dollars
in
extra
expense
for
increased
hauling
costs.
This
includes
a
five
percent
cpi
increase
requested
by
the
hauler,
which
we
will
present
for
your
consideration
at
a
future
open
business
meeting,
if
approved
by
the
board.
We
have
the
increased
revenue
to
offset
this.
Do
the
increase
in
new
accounts.
H
H
I
think
the
main
takeaway
from
this
year's
presentation
is
the
small
improvements
we've
made
in
a
short
time
are
making
a
difference
in
building
a
better
foundation
for
this
office.
Although
things
continue
to
grow,
basic
needs
and
resources
to
operate
are
covered
at
this
time.
Staffing
is
full
and
stable,
and
the
enterprise
fund
continues
to
trend
upward.
H
B
H
G
A
Which
was
a
nice,
I'm
sure
the
customers
appreciate
it
even
more?
Yes,
that
that
actually
use
your
coming
in
person
to
pay
the
bills
anyway,
I
don't
have
any
ques.
I
don't
have
any
questions.
I
just
want
to
again.
Thank
you
and
compliment
you
for
the
work
you
do
for
the
county.
I'm
sure
that
that
they
appreciate
your
quality
service
as
well.
B
D
D
Probation
provides
a
community-based
diversion
program
along
with
best
practice
supervision
strategies
for
youth
with
court-ordered
probation
terms.
Family
engagement
and
graduated
responses
are
critical
for
best
outcomes.
Probation
also
works
with
partners,
including
school
and
law
enforcement
to
promote
prevention
and
early
intervention
services.
D
Programs
provide
screenings
and
assessments
for
the
court,
substance,
abuse,
treatment,
services,
mental
health,
counseling,
alternative
school
education
for
youth,
on
probation
victim
services
and
community
services
programming.
These
programs
foster
youth
and
family
growth,
insight
and
rehabilitation.
D
Juvenile
is
a
department
within
the
current
expense
fund,
part
of
the
three
percent
cap
budget
for
fy.
Twenty
three
has
been
submitted
at
eleven
million
five
thirty
one,
three,
twelve,
nine
hundred.
Ninety
eight
thousand
eight
ten
over
the
appropriation
total
personnel
supplementals
include
14
new
position,
all
detention
officers
for
a
cost
of
930
thousand
710.
D
D
Thank
you,
catherine,
good
afternoon,
good
afternoon,
allison
welcome
to
our
chambers.
Thank
you,
mr
chairman,
and
commissioners.
I
did
bring
a
little
treat
just
to
sweeten
things
up.
I
thought
maybe
you
might
need
a
little
bit
of
help
and
since
your
ceo
didn't
appear
to
be
doing
anything
but
watching
he's
going
to
deliver
it
for
him
he's
going
to
distribute
him
out
old,
blueberry
danish
kringle
that
actually
my
brother
drove
in
today,
for
you,
oh,
looks
good
good.
Thank
you.
D
D
All
right,
let's
get
started,
so
it
is
my
pleasure
to
be
here
with
you
this
afternoon
to
present
the
fy
23
budget
for
your
juvenile
services
department.
Let's
start
out
with
our
brand
new
vision,
we
did
some
work
on
vision
and
values,
this
spring
still
working
on
values,
but
our
new
vision
is
inspiring
hope
for
the
future.
Our
goal
is
to
inspire
hope
in
the
youth
and
families
that
we
serve
our
own
employees
and
all
of
our
partners,
as
we
move
toward
best
practices
in
youth
justice.
D
Our
detention
officers,
our
medical
staff,
our
kitchen
staff,
provide
a
caring
and
safe
and
secure
environment
for
the
kids
that
are
detained
and
in
our
custody.
Our
programs
division.
21
people
currently
is
led
by
jeff
schatz.
That
division
provides
screening
and
assessment
for
court
orders.
They
also
provide
community
service
programs,
victim
services,
counseling
and
treatment.
D
D
That
probably
includes
cigarette
and
block
grant
yeah.
These
are
the
grants.
Yes,
positions,
yes
included
in
everything
that
I've
submitted
to
you
and
additionally,
we
have.
We
just
did
some
cleanup
and
we're
going
to
do
some
more
cleanup.
This
summer
we
have
two
employees
who
have,
or
at
least
one
employee
who
has
dual
funding
sources
and
the
way
the
system's
set
up.
They
have
two
different
pcns.
They
start
in
one
and
move
to
one
later
on.
In
the
year,
we
had
two
pcns
that
we
gave
up
last
year
that
were
still
in
the
system.
D
D
One
of
our
goals
that
we
discussed
with
you
last
year
was
focusing
on
educating
our
internal
and
external
partners,
so
some
things
we
did
toward
that
goal.
Are
we
brought
in
a
nationally
acclaimed
speaker,
jack
martin,
to
talk
about
some
best
practices
and
initiatives
and
youth
justice?
Commissioner
beck
was
able
to
be
present
for
for
that
program
and
we
also
trained
our
partners
and
some
some
folks
from
the
community.
We
did
training
for
sros
in
every
law
enforcement
agency.
D
Here
in
ada
county,
we
presented
to
every
boise
sworn
boise
police
officer
at
their
spring
in
service
training
this
year,
that
was
about
14,
separate
presentations.
We've
done
a
number
of
lunches
with
our
assigned
magistrate,
judges,
guests
and
our
own
staff.
We
continue
to
provide
handouts
and
information
sheets
both
to
our
partners
that
we
work
with
internally
external
partners,
and
we
will
be
doing
so
as
we
move
toward
what
we'll
talk
about
in
just
a
second,
which
is
exciting.
D
Another
goal
that
we
spoke
about
last
year
was
strengthening
our
community
relationships
to
that
end,
and
many
members
of
our
staff
have
taken
part
in
this.
Had
one-on-one
meetings,
in-person
meetings
with
the
boise
school
district
to
start
with,
they
do
provide
teachers
for
education
program
in
detention,
in
fact
I'm
presenting
to
their
executive
staff
on
monday
morning,
and
we
also
have
been
working
with
them
to
partner
to
provide
some
better
outcomes
for
youth.
D
I
like
that
picture,
because
we're
about
to
take
a
leap
of
faith,
and
sometimes
that's
when
that's
what
you
have
to
do.
That's
not
me,
but
that's
what
I
feel
like
our
first
fy
23
goal
is
to
use
those
relationships
and
resources
that
we've
been
building
to
keep
kids
out
of
the
criminal
justice
system
in
the
first
place
or
from
further
entry
into
the
criminal
justice
system.
It's
a
little
educational
piece
today,
but
why
do
we
want
to
do
that?
D
Because
studies
tell
us
that
youth
who
are
formally
processed
as
being
as
opposed
to
being
diverted
or
kept
out
of
the
system
are
more
likely
to
be
rearrested,
are
more
likely
to
be
incarcerated
report
more
exposure
to
violence,
as
a
witness
excuse
me:
you're,
a
victim
report,
lower
rates
of
school
enrollment,
less
ability
to
suppress
aggression
and
have
lower
odds
of
graduating
from
high
school
within
five
years.
This
is
a
2020
study
that
we've
been
discussing
with
our
partners.
D
It
tracked
thousands
of
youth
in
three
different
states.
They
were
demographically,
similar
youth,
which
is
really
important.
They
had
committed
mid-level
crimes
but
the
same
level
of
crime,
and
they
tracked
them
for
five
years,
and
this
is
what
they
found.
They
also
found
that
formal
processing
was
never
related
to
better
outcomes
in
any
of
the
domains
tested
and,
conversely,
in
no
instance,
was
informal
processing
related
to
worse
outcomes.
D
So
what
is
one
way
that
we
can
keep
kids
out
of
the
system
in
the
first
place
or
help
them
to
not
enter
further
into
the
system?
I'm
really
glad.
I
included
this
slide
when
I
sent
the
presentation
down
last
week
because,
as
you
know,
we
just
got
funding
for
ada,
county
youth
and
resource
center
for
families.
We're
very
excited
about
that.
It's
evidence-based.
D
We,
as
you
know,
got
the
grant
from
the
idaho
department
of
juvenile
corrections,
and
I
need
to
start
pointing
that
out
in
every
presentation,
because
that
was
one
of
our
grant.
One
of
our
assurances
in
the
pamphlet
is
that
all
of
our
presentations
and
website
would
start
pointing
that
out,
we're
very
excited.
D
We
have
some
beautiful
data
on
our
target
population
that
we're
going
to
start
focusing
on
because
we're
going
to
have
to
start
small
and
our
our
target
population
to
begin
with
is
referrals
from
law
enforcement.
So
it's
lucky,
we've
been
having
all
these
conversations
with
our
local
law
enforcement
agencies
and
they're
very
much
in
support.
Each
of
them
did
provide
a
letter
of
support
for
the
grant.
D
D
One
has
only
been
open
since
may
we
had
a
detention
officer
leave
and
I
think
I'm
looking
at
jessica,
the
one
that
went
to
the
jail
left
in
may
so
for
higher
pay,
and
then
we
have
one
that
we've
been
holding
since
january
to
repurpose
it's
an
enrichment
position
that
we
want
to
repurpose
to
a
detention
officer
because
of
our
recent
staffing
study.
Probation
shows
seven
vacant
pcns,
but
some
of
those
are
related
to
grants
and
we
don't
actually
have
the
funding
to
hire
for
those
positions.
We
will
be
cleaning
up.
D
Those
pcns
we've
been
cleaning
up
pcns
in
the
last
month
in
the
ada
central
system.
Program.
Similarly
has
one
vacancy,
but
it
is
not.
It
doesn't
have
enough
funding
to
hire
a
clinician
so
we're
going
to
probably
repurpose
it
as
a
social
worker,
because
we
see
that
need
as
well
support
services.
When
we
did
the
presentation
had
three
vacancies.
D
One
has
only
been
open
a
couple
of
weeks
for
an
accountant.
Ariel
belleville
is
here
she's
our
she
is
our
new
budget
and
finance
officer,
so
we're
replacing
her
she's
been
promoted,
we're
replacing
her
that's
a
senior
accountant.
That's
open
right
now.
We
also
have
an
administrative
position
that
we're
holding
for
the
resource
center
to
help
be
a
front
desk
person
for
the
resource
center,
and
then
our
third
position
is
a
research
analyst
and
we
extended
an
offer
to
a
really
amazing
employee.
D
Yesterday,
we're
really
excited
about
him,
we're
about
to
have
two
phds
working
in
the
department,
so
really
smart,
guy
good
with
data
overall
and
we're
excited
about
this.
Our
staffing
has
improved
since
last
year.
We
thank
you
for
your
support.
I
think
for
us
as
a
department,
the
hiring
bonus
has
been
helpful.
D
We've
done
a
good
job
of
hiring
and
retaining
recruiting
hiring
and
retaining
staff
this
last
year,
but
of
course
we
want
to
keep
them.
I
know
that
you're
working
hard
on
that.
That
was
a
discussion
that
was
had
at
lunchtime
today.
You've
been
meeting
with
the
department
of
heads
and
all
of
the
elected
officials
to
see
what
we
can
do
with
regard
to
cost
of
living
increases
and
merit
increases
for
our
employees.
D
D
The
caged
car
is
the
vehicle
that
looks
like
a
police
vehicle
that
we
used
to
to
transport
detained
youth.
The
one
we
have
is
a
2009
crown
vic.
Apparently
it
was
assigned
to
one
of
the
previous
directors
and
it's
in
pretty
good
shape,
but
I've
been
hearing
a
lot
of
complaints
about
it,
not
starting-
and
I
hadn't
seen
it
up
close.
So
this
spring
I
got
the
keys
jessica
was
with
me,
went
out
there
to
start
it
and
it
wouldn't
start.
So
what
we
are
hoping
for
is
a
slightly
newer,
perhaps
used
law
enforcement
vehicle.
D
That's
going
to
be
a
little
bit
more
reliable.
They
would
use
it
if
a
youth
has
to
go
and
have
used
it.
If
youth
has
to
go
to
the
emergency
room,
for
instance,
or
to
intermountain
hospitals
and
places
like
that
for
a
consult,
they
would
use
it
to
to
transport
the
youth
there.
As
you
know,
because
I
think
you
recently
approved
the
agreement,
we
do
have
an
agreement
with
the
county
sheriff's
office
for
that
high
risk
pre-planned
transport.
This
is
when
we
need
to
take
the
youth
on
an
emergency
basis.
D
Moving
on
to
pc
upgrades,
it
has
told
us
that
we
need
to
have
a
or
has
suggested
to
us
that
we
have
a
replacement
cycle
for
all
of
our
computers.
Our
desktop
computers,
they've
been
failing
pretty
rapidly
this
last
year.
This
funding
would
allow
us
to
not
have
to
look
replace
20
additional
pcs
on
that
cycle
and
then
last
is
five
thousand
dollars
for
our
denton
courtyard
revitalization.
D
We
had
three
trees
last
summer
in
our
courtyard
at
denton,
and
one
was
cut
down
because
they
just
couldn't
save
it.
We
were
able
to
purchase
some
furniture
to
put
out
there
last
year
so
that
all
of
the
employees
based
at
denton
could
sit
outside
and
have
lunch,
sit
outside
and
have
a
meeting,
but
it
gets
so
hot
out
there
in
the
summer
that
we
need
some
kind
of
shade
structure.
D
D
D
We
now
know
that
we
need
to
staff
each
area
of
the
facility
pursuant
to
the
required
ratio,
and
we
need
to
staff
the
facility
whether
or
not
kids
are
locked
in
their
cells
or
out
about
in
the
facility.
We'll
look
at
a
map
of
the
facility
in
the
next
slide.
That's
what
makes
it
very
complicated
for
us.
We
also
need
to
build
in
shift
relief,
or
we
would
like
to
build
in
shift
relief.
I've
never
seen
a
public
safety
staffing
plan
where
they
did
not
build
in
shift
relief
with
employees.
D
D
They
often
usually
are
people
that
have
another
job,
so
they're
often
not
available
to
come
in
when
we
need
them,
and
it's
just
been
a
really
unstable
way
of
trying
to
trying
to
staff
detention
so
we're
asking
to
build
in
a
shift
relief
factor.
Let's
see,
let's
take
a
quick
look
at
the
map
of
detention.
This
will
help.
You
understand
the
staffing,
so
the
light
blue
are
the
wings
those
were
built
in
the
mid
70s.
The
dark
blue
are
the
pods.
Those
were
built
in
the
mid-90s.
All
of
those
could
include
individual
cells
for
youth.
D
We
also
have
recreation
areas,
classrooms,
medical
central
control,
observation
units
classrooms,
day,
room
visiting
booking
any
of
those
areas.
So
if
even
a
single
youth
is
in
one
of
those
areas,
whether
they're
in
their
cell
or
out
out
in
the
in
the
open
area,
that
area
has
to
be
staffed,
so,
for
instance,
this
last
winter
there
were
some
evenings
where
we
on
night
shift
only
had
four
officers.
D
Additionally,
central
control
always
has
to
be
staffed
to
open
doors,
control
doors,
look
at
cameras,
so
you're
going
to
have
an
officer
there,
so
that
left
only
one
detention
officer
to
do
intakes
when
law
enforcement
brought
someone
in
again
by
themselves,
which
is
which
is
not
ideal
and
would
not
allow
for
anything
else
for
youth
to
move
move
freely
in
the
facility
at
all,
so
that
that's
the
main
reason
that
we
failed.
The
pre-audit
was,
we
just
didn't:
have
adequate
staffing
by
area.
D
The
very
complex
nature
of
the
facility
does
make
it
more
difficult
to
staff.
We
are
currently
trying
to
or
jessica
and
her
staff
are
trying
to
keep
youth
only
in
those
newer
pods
and
not
in
those
older
wings.
The
wings
are
the
areas
that
are
just
really
lacking
in
natural
light:
very
tight
confined
spaces.
D
So
again
we
are
asking
or
the
the
staffing
study
suggested,
that
we
needed
15
additional
detention
officers.
We
can
repurpose
one
position
which
would
leave
us
with
14
additional
detention
officers.
We
also
gave
up
some
of
the
overtime
budget
and
the
the
funding
the
funding
for
the
part-time
on-call
staff
to
get
to
this
number.
But
I'm
aware
that
it's
still
a
rather
large
number.
D
Let's
look
at
the
funding
sources
for
our
overall
fy23
budget.
We
get
a
clinician
grant
from
the
idaho
department
of
juvenile
corrections.
We
get
some
pass-through
money
pursuant
to
the
idaho
juvenile
corrections
act.
We
also
receive
a
percentage
of
the
money
percentage
of
the
sales
tax
on
each
package
of
cigarettes
or
tobacco
products
in
idaho.
That's
sold.
So
that's
very
helpful.
23
23.
D
24
of
our
current
employees
are
funded
through
these.
Via
these
these
grant
opportunities.
We
do
still
have
some
additional
funding
available,
but
we
need
to
clean
up
those
pcns
and
see
where
they
can
be
repurposed
for
need
in
the
department
of
our
general
fund
request
there.
Only
about
750
000
is
for
operations.
D
D
Thank
you.
Are
there
any
questions?
Yes,
okay.
Thank
you.
Thank
you
alison
for
your
presentation,
a
couple
of
things.
What
are
we
what's
the
capacity
not
capacity,
but
what
are
we
running
at
say
the
last
six
months
to
a
year,
so
our
numbers
are
very
low
and
thank
you
for
asking
that
commissioner
kenyon
this
staffing.
D
These
numbers
would
allow
us
to
staff
for
an
average
daily
population
of
I
have
to
look
20
24
youth
for
an
average
daily
population
of
24
youth,
which
is
about
the
average
we've
had
over
the
last
few
years.
Where
we
have
we've
had
do
we
have
10
right
now,
jessica,
yeah.
We
only
have
10
youth
in
the
facility
right
now.
We
hope
to
be
able
to
keep
that
number
really
low,
especially
with
the
addition
of
the
resource
center.
D
So
that's
something
we've
kind
of
had
to
weigh
is
I
can't
guarantee
we're
going
to
keep
it
that
low,
but
certainly
that
is
our
goal
to
keep
it
very
low.
Prior
to
the
pandemic,
numbers
were
running
more
like
40
and
historically,
you
know
they
had.
There
were
times
where
they
had
70
plus
youth,
and
they
had
to
do
programs
to
take
youth
out
of
detention
because
they
were
at
capacity
so
we're
in
great
shape.
D
In
that
regard,
so,
but
it's
just
it
looks
like
it's
the
design
that
old
design
of
the
building,
because
it
probably
wouldn't
matter
if
you
have
24
in
there
or
12
you
still,
the
staffing
is
going
to
have
to
be
the
same
right.
The
way
it's
set
up,
yes,
the
in
the
you
know
as
applied
the
priya
guidelines
are
made
so
that
youth
are
always
supervised,
there's,
always
direct
supervision
of
youth.
We
did
appeal
the
audit
for
a
couple
of
reasons.
D
For
instance,
we
said
if
there's
a
single
youth
in
an
area
who
is
confined
to
their
room
or
to
their
cell.
We
shouldn't
have
to
staff
that
there's
probably
safer
there
than
anywhere
else,
not
that
we
want
to
leave
kids
in
there,
but
if
they're,
you
know
asleep,
for
instance,
but
the
priya
guidelines
require
significant
staffing.
Are
these
new
guidelines
they're?
Not
it's
more
of
a
clarification
of
the
original
guidelines.
D
These
ratios
went
to
into
effect
in
2017,
but
there
were.
We
got
one
of
the
newer
audits
under
the
new
system.
I
guess
you
would
say
I
think
a
lot
of
people
are
failing,
failing
their
audits
due
to
staffing
due
to
that
clarification
or
that
application
of
the
standards
I
should
say,
and
are
these
standards
coming
from
the
state
or
federal
federal,
so
the
health
and
we
used
to
be
called
health
and
welfare.
But
now
it's
what
it's
the
deal?
Services
yeah!
It's
doj!
That's
poj,
okay,
doj,
okay,
that
makes
sense
yeah.
D
D
So,
right
now,
looking
at
that
org
chart
because
we
had
to
look
again,
we
have
36
probation
officers,
so
that
would
include
diversion
and
probation,
and
then
we
have
50
employees
in
detention.
So
that's
detention,
officers,
small
number
of
medical
service
officers
and
then
our
kitchen
staff,
okay,
and
has
anybody
ever
had
any
repercussions
from
failing
priya
and
if
so,
what
are
they?
D
So
the
state
actually
could
as
far
as
the
money
they
get
from
from
the
feds.
I
think
part
of
it
is
that
you,
you
have
a
plan
for
staffing,
so
it's
we're
asking
for
more
people.
We
have
a
plan
we're
going
to
keep
kids
as
long
as
our
numbers
stay
relatively
low,
we're
going
to
keep
them
in
the
pods
and
not
you
know,
try
to
have
kids
in
both
pods
and
all
three
wings.
D
That
would
actually
that
would
require
significant,
more
staffing
for
every
shift
and
part
of
the
issue
is
we're
24
7
operation
with
all
those
different
shifts.
So
you
know
it,
one
officer
doesn't
do
any
good.
You
need
at
least
four
to
make
an
impact,
someone
from
every
shift
and
then
again
the
part
time
on
call
just
as
a
really
problematic
way
to
staff
to
staff
a
public
safety
agency.
D
Where
you
have
to
have
staffing,
you
know
you
don't
need
you
can
do
fill-in
for
other
sorts
of
positions,
but,
like
a
police
department
would
never
say
we're
going
to
call
in
some
part-time
officers
to
handle
patrol
tonight
and
that's
what
yeah
exactly
or
at
the
jail
would
never
do
that.
But
that's
what
they've
done
here
tried
to
do
for
a
long
time.
D
If
it
worked,
it
would
be
more
cost
effective
than
having
employees,
except
that
you
have
to
do
a
post
certification,
which
is
difficult
it
just
most
of
the
people
that
are
on
that
list
have
full-time
jobs.
So
if
they're
a
teacher,
they
might
be
able
to
come
in
at
christmas
or
in
the
summer
or
on
spring
break,
but
not
the
rest
of
the
time,
and
you
feel
the
pay
the
starting
pay
that
you're
offering
you're
going
to
be
able
to
attract
quality
candidates.
D
D
You
know
we
have
folks
that
are
living
all
over
as
well,
just
like
you
heard
from
the
other
department
heads
today,
but
with
the
if
those
increases
are
where
they
need
to
be,
and
then
we
also
had
a
market
analysis
which
is
built
into
our
flat
budget.
We
believe
we'll
be
able
to
attract
staff.
We're
really
pleased
with
the
way,
recruiting
and
hiring
has
gone
yeah,
so
it'll
be
like
43
to
45
somebody
nick
okay.
Thank
you.
Thank
you,
commissioner.
D
Commissioner
davidson,
do
you
have
any
questions,
commissioner
kane
kind
of
covered
some
of
the
things
I
was
curious
about
it
just
I
know
we
got
these
regulations,
but
you
know
if
we
have
a
low
intake
day.
It
really
feels
like
overkill.
Where
I
mean,
do
you
have
one
employee
with
one
juvenile
just
sitting
there
watching
him
watch
tv
for
hours,
I
mean
absolutely
understood
jessica.
D
Our
detention
manager
does
come
from
the
adult
system
and-
and
she
continues
to
remind
me
how
different
staffing
is
in
the
youth
system
as
opposed
to
the
adult
system,
but
the
the
reason
is
they
want
to
keep
youth
safe.
So
it
is
very
rigorous
and
specific
staffing,
but
absolutely
understand
your
point.
You
know
we
think
the
same
thing.
D
Are
they
able
to
fill
out
reports
or
have
paperwork
with
them,
while
they're
watching
a
youth
who's,
maybe
not
moving
around
too
much
yeah,
depending
on
where
they're
sitting,
for
instance,
if
they're
in
the
pods,
our
pods,
because
they're
newer
we're
designed
for
direct
supervision?
So
they
do
have
a
work
area
there.
So
if
there's
a
youth
either
in
their
room
or
out
in
the
open
area
in
the
pod
playing
a
game
or
doing
something,
the
staff
member
can
do
other
work
while
they're
there.
D
The
part
of
our
appeal
for
the
pre-audit
was
that
our
wings,
because
they're
they're
done
in
the
mid
70s
they're,
it's
almost
important
impossible
to
do
direct
supervision
in
the
wing.
So
if
there's
one
youth
that
we
need
to
separate
from
the
other
population
and
put
them
in
a
wing,
you
have
a
detention
officer
sitting
in
this
very
narrow
hallway,
and
you
know,
there's
barely
room
to
put
a
chair
there.
Much
less!
You
couldn't
do
a
workstation.
But
yes
in
in
the
area
where
we
try
to
keep
youth,
they
can
do
other
work.
D
Do
they
have
gym
class
where
all
the
juveniles
are
in
the
gym?
At
the
same
time,
absolutely
we
have
a
requirement
to
provide
certain
certain
amount
of
exercise,
large
muscle
exercise
for
all
of
the
juveniles
and
there
it
would
usually
be
separated
by
gender.
But
yes,
they
all
they
all
get
recreation
time
every
day,
how
much
time,
I'm
not
sure
one
hour
one
hour
minimum.
Thank
you
jessica.
D
Sometimes
they
do
more
yep
because
they
might
go
outside.
You
know
the
youth
might
want
to
go
outside
and
I
know
we
were
purchasing
new
nerf
footballs
recently,
so
the
boys
could
play
football
outside
so
yeah
in
indoor
outdoor
activities.
Good.
It's
really
helpful
to
the
kids
as,
as
we
all
know,
it's
soothing
and
good
for
all
of
us.
D
I
think
the
new
edition
outside
will
be
really
helpful.
It
will
be
wonderful.
It
will
be
nice
for
staff.
It
will
be
really
good
for
staff
and
for
the
youth,
yeah
game
changer.
I
had
one
more
question
right.
Go
ahead,
so
just
a
thought.
If
we
can't
get
to
the
number
of
positions
that
you're
asking
for
one
of
the
things
we
heard
from
the
sheriff
in
the
jails
or
the
captain
today
was
how
many
more
cameras
they
have
than
they
did
like
20
years
ago,
and
so
what?
D
What
does
your
camera
situation
look
like
and
do
we
need
to
be
putting
some
money
towards
cameras?
That
is
a
great
question.
Thank
you,
commissioner.
Kenyon.
We
have
all
brand
new
cameras
so,
but
the
pre
guidelines
do
specifically
say
that
cameras
can't
take
the
place
of
direct
supervision.
We
did
include
that
in
our
appeal.
We
noted
that
we
have
a
very
robust
camera
system.
It
is
now
on
the
genotech
system.
So
that's
what
the
jail
is
going
to.
It's
very
helpful,
certainly,
and
I
feel
like
we
have
a
very
safe
facility.
D
It's
just
that
requirement
for
the
direct
supervision,
but
yeah
we've
got
good
cameras,
I
would
say,
as
far
as
you
know,
the
number
of
staff
in
2017
when,
when
the
first
staffing
study
was
done,
it
also
asked
for
a
good
number
of
officers.
They
got
three
and
that
was
very
problematic
because
you
don't
have
one
per
shift.
So
you
know
multiples
of
four
are
better.
If,
if
we're
going
to
get,
you
know
a
lesser
number
of
detention
officers
good
to
know
all
right,
I
have
how
many
youth
on
average
are
in
detention.
D
So,
looking
back
over
the
last
five
years,
that's
where
we
got
about
this
number
like
24
to
28
prior
to
covid.
It
was
more
in
the
40
range.
We
have
been
very
lucky
because
we're
back
to
business
as
usual.
Obviously
the
schools
are
open,
we're
very
lucky
that
our
numbers
have
not
gone
back
up
to
that.
We
we
believe
that
it's,
because
our
judges
are
listening.
All
of
our
partners
are
listening,
we're
getting
youth
out
of
detention
into
other
placements
more
quickly.
D
Our
whole
staff
is
working
on
that
and
we're
understanding
that
there
are
some
youth
are
low-risk,
youth
that
should
not
be
in
detention
because
it
does
them
more
harm
than
good
net,
and
I
guess
I
just
don't
understand
the
pre
a
whole
priya
thing
I
mean
it
looks
like
you
looks
like
you.
You
need
to
have
one
detention
person
for
each
youth.
It
sounds
like
it
yeah,
so
it
is.
I
should
I
should
have
explained
better,
commissioner
and
we'll
I'll
provide
you
with
another
copy
of
the
staffing
study
too.
D
D
If
there
were
nine,
you
would
need
two
and
yeah
and
yet
you're
asking
for
you're,
basically
on
the
prius
study,
you're
asking
for
19
new
new
detention
officers
and
on
your
chart
here,
yet
you
have
50
people
working
in
detention,
so
that
does
include,
commissioner,
both
the
the
kitchen
staff
so
provide
you
know
preparing
all
the
meals
and
the
medical
staff.
So
we
have
medical.
We
have
a
nursing
supervisor
and
medical
assistants.
D
So
that
does
include
that
again,
it's
part
of
it
is
just
there's
the
times
where
you
don't
have
any
relief,
for
instance,
for
detention
officers
can't
really
staff
the
detention
with
four
detention
officers
on
a
shift
right,
because
a
shift
relief
factor
would
always
be
built
into
something
like
at
the
jail,
because
you're
going
to
assume,
based
on
your
your
average
number
of
hours,
worked
that
you
would
look
back
over
time
that
people
someone's
going
to
be
on
vacation
someone's
going
to
be
sick.
You
know:
what's
your
shift?
Relief
factor?
D
Look
like,
and
our
problem
is
that
that
was
never
built
into
the
staffing
system.
Well,
and
I'm
glad
you
can
keep
your
detention
of
the
youth
I'd
like
to
see
it
less.
I
mean,
but
absolutely
maybe
this
harbor
system
will
will
help
you
keep
it
less,
because
that's
part
of
the
the
object,
one
of
the
objectives
of
that
harbor
system
is
to
keep
them
out
of
the
system
and
to
get
them
help.
That's
you're
absolutely
correct,
commissioner,
and
that
is
our
goal.
D
Certainly
the
target
population
for
the
center
is
youth
that
come
into
contact
with
law
enforcement
early.
So
there's
a
number.
If
you
look
at
the
law
enforcement
data,
it's
the
category
is
youth
handled
within
the
department,
so,
with
regard
to
juveniles
in
ada
county,
if
you
look
at
all
of
the
law
enforcement
agencies
about
a
third
of
the
calls
are
actually
handled
within
the
department,
so
they're
not
bringing
the
kid
to
detention
yet
or
even
you
know,
bringing
them
formally
into
the
system.
D
So
because
law
enforcement
is
so
excited
about
this,
they
will
refer
those
youth
and
families
to
us
early.
So
we
hope
to
get
those
youth
before
they
ever
enter
the
system,
but
the
second
target
population
is
the
very
low
risk
youth
that
shouldn't
be
in
detention
right
now,
they're
held
in
detention
because
there's
nowhere
else
for
them
to
go.
There's
conflict
in
the
home.
The
law
enforce
the
officer
doesn't
necessarily
want
them
in
detention.
They
just
can't
take
them
home
because
they'll
get
called
back
an
hour
later.
That's
our
second
target
population.
D
We've
looked
at
all
our
numbers
and
we've
identified
that
so
yes,
that
seemed
to
me
to
be
a
really
high
selling
point.
I
mean
that's
what
impressed
me.
The
most
is
once
once
this.
The
first
sale
is
made
to
the
police
departments
and
the
sheriff
departments,
because
you
have
to
tell
them
if
you
don't
have
any,
don't
even
fill
out
your
porch
just
bring
them
over,
and
then
you
have
trained
staff
that
can
get
them
help
and
other
community
services
that's
the
way.
I
read
it
anyway.
D
Now
that
was
great,
mr
chairman,
I'm
so
happy
that
you
know
that
you
have
that
understanding
of
it
that
you
were
there
for
the
presentation
and
that
you
have
all
done
that
reading
you're
exactly
right-
and
you
know,
when
sheriff
clifford
did
his
letter
of
support
it.
It
was
amazing,
I
mean
we,
I
sent
it
out
to
the
whole
department.
It
was
such
a
great
letter
of
support
to
show
that
law
enforcement
is
really
supportive
of
these
initiatives
right
all
right.
D
Well,
thank
you
appreciate
your
your
your
efforts,
and
now
you
have
that's
one
more
question:
yeah
go
ahead:
what's
the
status
of
the
telemate
system
versus
the
other
visitation
we're
doing
how's
that
working
out?
Thank
you
for
asking
commissioner
davidson.
We
did
file
a
certified
mail,
sent
them
a
notice
of
cancellation,
so
we're
working
with
them
and
when
they're
going
to
take
the
equipment
out
jessica
and
her
staff
have
a
new
policy
already
set
in
place
for
just
using
regular
telephone
lines
for
the
youth.
We're
really
pleased
with
that.
D
We
think
it's
going
to
be
obviously
less
expensive
for
the
kids,
but
also
less
confusing,
and
we
think
it
will
be
safer
because
with
tellmate
they
can
call
anyone
if
staff
are
assisting
in
the
placement
of
calls.
Youth
will
only
be
able
to
call
people
that
are
approved
family
members
and
folks
that
are
approved.
This
is
exactly
what
the
idaho
department
of
juvenile
corrections
does
in
this
their
facilities,
and
we
appreciate
the
encouragement
to
make
a
move,
because
we
think
it's
going
to
be
a
much
better
plan.
D
Did
you
say
something
before
they
were
using
ipads
or
something
for
video
chats
or
yes?
So
we
were
allowing
or
have
been,
allowing
virtual
visitation
for
families
when
we
couldn't
do
a
direct
direct
visits
with
family.
But
we
continue
to
do
that
if
families
are
out
of
town,
are
we
saving
money
by
getting
rid
of
the
telemate
contract
and
just
going
to
phone
lines?
Commissioner,
we
are
not
we.
There
was
not
a
cost
to
us
for
that.
D
They
make
a
lot
of
money
and
the
jail
makes
a
lot
of
money.
I
think
you've
been
hearing
about
about
their
their
contract.
That's
not
so
with
us,
I
don't
know
you
know
what
their
profit
would
have
looked
like,
but
we
were
not
paying
for
the
system.
The
parents
are
saving
money.
Now,
yes,
I'm
sorry
if
that
was
the
question
absolutely
so
it's
also
more
fair
to
provide
the
calls,
because
then
all
youth
have
the
same
access
to
speaking
with
with
family
members
and
other
support
supports
in
the
community
and
that's
what
we
want.